Volume 4 Issue 2
TECHNO TRENDS 2001
The Email habit is expected to catch 50% of the U.S. population by 2001.
Forrester Research Inc. '96
The Internet continues to open new opportunities. By 2001 its evolution is anticipated to include the following:
- quality desktop video conferencing that is practical
- 25% of transaction-processing applications on the Web
- Internet development tools that are mature for both content and transactions
- the Internet becomes the data "dial tone" for most applications.
The Gartner Group
Bringing "buyers and sellers" together has always been the goal of enterprise. As we approach 2000, the means to accomplish this can be found on the information superhighway. ICES Inc. (International Commerce Exchange System) uses sophisticated database and Internet technology to catalog a company's product offerings and send them to potential buyers, whether or not either company even knows the other exists. As a global matchmaker ICES Inc. notifies buyers by Internet or fax.
Sales & Marketing Management, May '97
...And the cost of staying ahead in the marketplace? New forecasts predict that by 2002 North American companies will have spent as much as $145 billion on systems integration and outsourcing.
Killen & Associates
Communication in our hi-tech world is exploding. The average Fortune 1000 worker sends or receives 178 messages a day-everyday, by phone (hard lines and cellular), message slips, pager-voice mail-email messages, by post or express mail. Chief Executive, July '97
STATS OF OUR LIVES
Growing trend to casual sit-down dining (rather than fast food eating) as boomers look for a place to take the family.
Currently 59.5% of eating out is at quick service restaurants while 13.2% is at casual and 2.2% is at a fine dining establishment.
Look for changes in menu offers as well, as boomers tire of the "same old stuff."
The Globe and Mail, July '97
While the trend is primarily affecting the high end of the building industry, feathered empty nesters (well-off couples whose children have left home) are building bigger. They are rejecting the traditional image of mature homeowners-cutting back and gearing down, and using their accumulated means to express their long-time desires. Now that they are retiring earlier and living longer, life is opening up after 50. Why not open up your surroundings as well?
The New York Times, September '97
Cocooning is finally dead. North Americans are breaking out. Movie attendance has increased for the third year in a row. Opera is stronger than ever. Theatre is booming. Film, folk and jazz festivals draw large crowds. Money spent on meals at licensed sit-down restaurants grew at more than three times the rate of the Canadian economy last year (Canadian Restaurant & Foodservices Association) and even that growth appears to be increasing.
Michael Heffring of Environics West sums up the move away from cocooning as natural, especially for the postwar generation that spawned it. "Can you imagine the baby boom generation, who fomented change, shopped 'til they dropped, did drugs, alcohol and sex-can you imagine they want to get up and go sit in a La-Z-Boy recliner?" It's not the inherent nature of baby boomers.
The Globe and Mail, September '97
Economic woes and restaurant competition have gone so far as to affect the attitude of waiters in France. Imagine dining out in Paris, where the waiters are friendly, even smile and say "Bonjour." Restaurants have had to change with the times-provide the service and food that customers demand-or perish.
The Globe and Mail, February '97
TO COMMUNICATE OR NOT TO COMMUNICATE - EFFECTIVELY
We communicate constantly-even when we're not communicating.
Today's technology forces us to communicate by proxy. That can be good or bad, depending on its result. Voice-mail (a.k.a. "voice jail," by those entrapped) provides a perfect example. While its function is to save time and make us more productive, it also represents us. It, quite blatently reveals who we are. It transmits the clarity of our thoughts, the honesty of our intentions, the dedication of our actions. We reveal ourselves in how we've set up our mail system, how current our message and how quickly we take finger to keypad, to respond.
Since voice mail will be one of our communicating forces for a long time, let it speak to our advantage. Make it a benefit of doing business with us, rather than a curse.
Our web site speaks about us to all those wandering around cyberspace. It relates who we are, what we do (and don't do) and how well. It is in effect our electronic front window-offering passersby a glimpse at our business environment, our capabilities, our innovative ideas, or our haphazard development, our neglected, "under construction" appearance or abandoned digital debris. With Internet communication burgeoning, let's make sure our presence speaks well of us, rather than embarass us.
And of course that old-fashioned communication device-the telephone-enables the caller to form a perception of our organization in just six seconds. How do we sound when we speak on the phone?
Customer Service Management Corp., investigated this and discovered that 80% of the companies they called didn't even identify themselves properly. The same percentage did not ask the customer's name or phone number, made little effort to determine what the caller wanted and offered no follow up suggestions. Not encouraging when effective, efficient, accurate communication is integral to the well being of our livelihood. Today more than ever before, let's make our communication strategies a competitive advantage-a corporate advantage-a personal differentiating factor-the big reason someone should do business with you...rather than someone else.
COMMUNICATION UPDATE
We too, are "technologizing" our communication.
A email version of Quick Bites will be avaiable on a bi-monthly basis, as will an abbreviated fax version.
Please send us (by fax or email) your preference together with your email address or fax number.
NOTE: Our Website also features a Quick Bites newsletter that is updated regularly.
"VALUE ADDED" MARKETING COMMUNICATES - CLEARLY
There are several "value-added" routes to get to your customers' hearts, minds and pocketbooks. Consider these:
Educational marketing-featuring how-to's, demonstrations, classes-offers a short-term strategy that encourages browsers to become buyers. Saturday afternoon demo sessions in stores like Lansing, Weall & Cullen and Lewiscraft turn participants into handipersons and craftspeople. To encourage would-be home renovators to take the plunge, The Home Depot has recently launched its own "University" instructing participants on room renovation from A to Z. There's even a course "graduation" certificate. Educating consumers transforms them into loyal, knowledgeable customers.
Social marketing-integrates the organization's commitment into every element of its communication mix, weaves it into every aspect of business is a long-term responsibility.
It reflects on the organization while it is influencing customers who hold similar values, passions, beliefs and concerns.
McDonalds, for example, exemplifies its social interest through Ronald McDonald House and Ronald McDonald Childrens Charities-two causes that touch the heartstrings of many of its customers.
Tim Hortons involvement in kids summer camps and The Body Shop's commitment to environmental issues affect their business' from the roots upward.
Social marketing, as a planned proactive process, wields tremendous influence as it keeps customers-close.
Determine how your organization can add value -by making it easier-more accessible-better, than it was before.
IF KNOWLEDGE IS POWER...
What is shared knowledge? About four years ago, Andersen Consulting began the Knowledge Xchange using its existing global IT infrastructure. The benefits of pooled knowledge became evident when a problem posted by one project team was solved by another team on the global network-to the tune of $200,000 savings on the project.
Knowledge in our technological era becomes a resource that can be stored and re-used by employees anytime, anywhere, anyplace.
If knowledge is power-shared knowledge is power.
SHARING KNOWLEDGE
The following Web sites are informative-and in the interest of pooled knowledge, we'd like to share them with you.
www.workforceonline.com
Includes a collection of winning ideas that offer "new solutions for a new workforce."
www.fed.org
The Foundation for Enterprise Development's site tailors its format to allow for quick skims by subject. Also includes more than 250 articles about companies from AVIS to Starbucks.
www.demographics.com
A wealth of information about the changing state of customers and marketing.
www.worldopinion.com
Concentrates on market research on an international scale.
www.worldavenue.com
IBM's site is devoted to bringing retailers' businesses to the web-with everyone from Express to Omaha Steaks opening cybershops on the site.
"With so many management books on the market today, 'Why should someone buy this one...rather than some other book?' Because Sam Geist doesn't talk theory-he gives the reader substance-the perspectives, the techniques, the strategies to put today's realities into practice. It delivers on all counts. A must-read for all marketers."
Diane J. Brisebois, President & CEO, Retail Council of Canada
"Everyone should read this book! If nothing else use it as a reference book-a textbook to guide you through the challenges of today's marketplace. 'Why Should Someone Do Business With You...' gave me the opportunity to assess what we at RE/MAX are doing well and where the opportunities for growth lie, so we can take advantage of them."
Peter MacGillivray, Executive Vice President, RE/MAX Corporation
"Sam has published a one-stop information source for the marketer who wishes to improve their competitive position."
Ken Jones, Ph.D., Director, Centre for the Study of Commercial Activity Ryerson Polytechnic Institute
"Whether you sell, manufacture, distribute products or offer services, 'Why?' inspires you to take charge of your situation and then provides you with the specific tools to do just that."
William E. Ardell, former President & CEO, Southam Inc.
"Filled with pointed and entertaining examples from the real world. Geist's poignant questions lead the reader on a very solid 'reality check' of their own."
Michael Van de Kamp, Vice President, American Medical Security
IT'S ALL IN THE BOOK
Preview the must-ask questions, the actionable answers, the real-life tips and techniques--and more excerpted from "WHY SHOULD SOMEONE DO BUSINESS WITH YOU...RATHER THAN SOMEONE ELSE?©"
BARRIERS TO GOOD PERFORMANCE (of staff)
- Don't know what is expected of them.
- Don't know how to do something.
- Don't want to do something.
- Don't have the proper tools, equipment or instructions for the job.
- Don't know that they aren't performing well.
- Don't have the ability or are overqualified for it.
When employees learn what their employers want and need, when employers understand what their employees want and need, and when they both understand what customers want and need-they can work together to satisfy their customers- their ultimate boss-better. page 192
How technologically astute are you? Are you on the precipice of emerging technologies? What new opportunities can you create because of changing technology? What challenges can you address more efficiently because of changing technology? Develop a technological strategy that supports your business strategy.
When properly utilized, today's technology increases productivity. Recent business-oriented technologies such as fax, email, Internet, Intranet, video conferencing, laptops with modems, have in many ways leveled the playing field for all businesses. Many smaller businesses look and act like big businesses. When size is factored out of the equation "it's not the big that eat the small, it's the fast that eat the slow." Utilizing changing technology can make you one of "the fast." page 12
TEN ACTION STEPS FOR CHANGING TIMES
5. Simplify.
Search for easier solutions. A better approach. The St. Lawrence Centre, a large theatre in Toronto offers its subscribers quick, no hassle ticket exchange by phone. It has made it easy, a benefit of membership. All Nations Furniture Assemblers is one of a growing number of companies across North America that offers its customers the service of having their newly purchased ready-to-assemble furniture professionally assembled within hours of delivery. It fulfills a need! Makes it simple!
What are you doing to simplify your customers' experience with you? What else could you do? page 20
LEAD BY GIVING GIFTS
Good leaders give their staff small gifts-tickets to a ball game, a free lunch, a day off, a small treat. Great leaders give their staff big gifts-opportunity, space to grow and develop, exhilirating challenges, purpose to their work, trust, recognition and empowerment. page 288
If your organization disappeared today, would it be missed? Why?
page 50
FROM VISION TO IMPLEMENTATION
Ask questions that require deliberate contemplation and consideration. Questions such as:
- What new core competencies, what pivotal capabilities to maintain a leadership position, will we need to build in order to implement the vision?
- What new product concepts or services will we need to pioneer?
- What alliances will we need to form?
- What existing programs should we protect?
- What long-term regulatory initiatives should we pursue?
page 272
INSTITUTE A SERVICE ACTION-PLAN
Create a plan that works for you-your staff-your customers. The following suggestions may prove to be useful in implementing your plan-then execute! Execute! Execute!
1. Use a "wish list" to stay close to customers.
Ask customers to list the five things that are most important top them. List their most frequent answers. Take the top 20 percent and ask customers to prioritize them. Is your plan in sync with your customers' answers? Get it together! page 173
GMROI
What is your best item? Is it "your best selling" item or your "best return-on-investment" item?
GMROI (Gross Margin Return On Investment) was developed to assist marketers make these vital merchandising calculations profitably. It is a management planning and decision making tool that identifies and evaluates whether an adequate gross margin is being earned by your products or services, compared to the investment in inventory or time, required to generate those gross margin dollars.
It is the engine that spurs action, keeps business focused on its core, identifies profitability. page 134
QUOTES FROM THOSE WHO KNOW
(Excerpted from "Why Should Someone Do Business With You... Rather Than Someone Else?")
"Create a dilemma for your customers. The dilemma of which to buy rather than whether to buy. Turn browsers into shoppers."
Sam Geist
"Most salesmen try to take 'the horse to water and make him drink.' Your job is to make the horse thirsty."
Gabriel M. Siegel
"How well we communicate is determined not by how well we say things but by how well we are understood."
Andrew S. Grove
"To improve a company fast, develop people fast."
Andrew E. Pearson
"When you add value to service: 1 + 1 = 3."
Sam Geist
"Selling: getting rid of stuff
Marketing: having the stuff to get rid of
Sam Geist
"A great wind is blowing, and that gives you either imagination or a headache." (referring to changing times)
Catherine the Great, Empress of Russia
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