For Every Headwind…
June 10, 2010
I love cycling, especially when the weather is beautiful and you get out on the country roads we have north of Raleigh. If you go out in mid May, the smell of honeysuckle and jasmine is overpowering – almost intoxicating.
That’s the good part. The more challenging part of riding on those roads is that they’re, well, hilly. And I’m not talking about pleasant rolling hills, I mean hills – long stretches that go up and up and then up some more.
Generally speaking, though, the rule that “what goes up must come down” applies on the road, and when you get to the top of the hill, there’s usually a downhill stretch you can use to recover: for every uphill, there’s a downhill…
But there is another challenge on the road that can be just as bad as a big hill: the wind. Depending on the weather conditions, you can be facing winds of over 15 mph sometimes, and despite being in an aerodynamic position, or riding in a group, the wind does take its toll.
But, you’d think that if you have a headwind in one direction, then you’d have a tailwind in the other direction: for every headwind, there’s a tailwind…
Unfortunately, as often as not, just when you get to the point on the ride where you’re going to change directions, the wind seems to shift – now coming from the opposite direction, giving you a headwind all over again for the ride back home!
The expression all cyclists know is actually this one:
For every uphill, there’s a downhill; for every headwind, there’s a…headwind!
The road itself doesn’t vary – if it increases in altitude today, it’s the same tomorrow, and the next day. The wind is another story altogether. It can be strong or weak. It can be constant or gusty. It can be consistent, or it can change direction on a moment’s notice.
In business and life, there are constants, and there are variables. The success you have depends not so much on the road you take, but rather on the way you anticipate, plan for, and adapt to the unpredictable, unforeseen, and often invisible obstacles that crop up on the way.
It’s your response to these conditions that determines whether your ride will be a good one.
I Can’t Walk By a Piano
June 10, 2010
Life goes in cycles. There are ups and downs, periods of prosperity and scarcity, and events that end up becoming defining moments in your life.
So with all that uncertainty and constant change, wouldn’t it be great to have something you do that continually charges your batteries?
I found an example of this last week when I was listening to Pandora on my computer at work. (Pandora is a very cool music program that constructs custom “radio stations” based on the music you tell it you like – it’s free and worth a look at www.pandora.com.)
A song came on I really liked by a man named Jon Dahlander. Wanting to learn more about this artist, I did a quick Google search, and found this biographical sketch:
Jon Dahlander can’t walk by a piano. He has to play it. It’s why he’s been kicked out of countless hotel lobbies, bars, and restaurants throughout his life.
This was followed by a quote from Jon himself:
“To me, every piano has a story where it was made, who made it, the kind of shape it’s in, who played it before and what it sounds like now, particularly with one of my songs. So, if I see a lonely piano, I have to play it. It’s like finding a new friend with a common interest.”
Wouldn’t it be great to have something you do – a hobby, an activity, even something at work that gets you this motivated and excited?
Thoreau said, “The mass of men lead lives of quiet desperation.” Make this summer the time you find something new to be passionate about.
Have You Ever Seen This Before?
June 1, 2010
Back in April we took a mini-vacation to Washington, DC, to celebrate Lorie’s birthday, and to get together with some very close friends – two couples we’ve known for over 25 years.
It was the week of the Cherry Blossom Festival; the weather was perfect, and the trees were in full bloom. Wanting to explore and get some exercise at the same time, we went to a bike-rental shop near the Old Post Office, and rented some “hybrid” bikes for the day.
Since Cherry Blossom Week is one of the busiest tourist weeks in DC, there was a line to rent the bikes, but nothing really inconvenient. That’s because people were starting their rides at different times in the morning, depending on when they got up and made their way out of their respective hotel rooms.
Dropping off the bikes was a different story altogether, because with the exception of a few people who returned them early, everyone else was bringing them back at the same time.
Being a “process hound,” I couldn’t help but be puzzled at the very long line of people waiting to return their bikes, take care of the paperwork, and finalize the payments.
First, you handed your bike to one of the employees who took it from you into the building. There was no receipt, no checklist to make sure you returned your helmet or lock, and no way to prove that you had actually returned the bike. An unscrupulous person could have given the bike to a friend, gone on to the long return line, and later claimed that, “I gave the bike to the guy in the shorts.” There would be no way to prove otherwise.
Okay, now on to the line. When you finally got to the counter, you gave the person your name; they went rifling through a plastic file box until they found your receipt, and then processed your payment manually; whether by cash, check, or credit card.
As I watched this, all I could think was how inefficient this was – both in terms of their staff utilization, and, more importantly, the time they were making their customers waste standing in line.
They could have completely streamlined the whole process by asking themselves the simple question, “Have I ever seen this before?” In other words, is there any other situation like this where they might have a process I could borrow, adapt, or emulate?
Think about it for a minute yourself – can you think of a business that’s similar to this? Where you rent a vehicle for a period of time, and then return it and settle your payment? Of course! The car-rental business.
The process is very simple there: you pick up the vehicle; use it; and then bring it back to the lot. But instead of making everyone stand in line (a dicey thing to ask people to do when they have flights to catch) they have an attendant with a barcode scanner who logs in the vehicle, confirms that you’d like to pay for it with the card already on file, and then prints you the receipt…all in the span of about 30 seconds.
As an aside, when I suggested this to the manager on duty, she mumbled something about how much something like that would cost, and said to send her some information.
I didn’t bother to follow up with her, because (1) she was going to be more concerned with what it cost instead of total return on investment, (2) she didn’t seem to understand that the current situation was problematic, and (3) she lacked the imagination to see something that was working in a “parallel” industry could be adapted to her own.
When faced with a problem, the first thing you should ask yourself is “Where have I seen this before?” There’s rarely a need to start from scratch and “reinvent the wheel” – someone has been there before you, faced a similar issue, and discovered a solution you can use.
A little research, a little initiative, and a little imagination can go a long way towards getting you the results you want!
The Check’s in the Mail
June 1, 2010
There are a lot of ways to present an offer to make it appealing to your prospects. The best and most effective of these focus on the benefits you’ll bring to the customer and the reasons they should select you as the provider.
The insurance business is cutthroat, with virtual “price wars” raging on TV ads between, among others, Geico, Progressive, Allstate, State Farm, and Nationwide, with each one discounting the others’ low-cost claims, and boasting that you’ll save the most with their company.
So in this overcrowded “he said, she said” environment, I was interested in an ad I saw for Nationwide. They claimed that not only would they give you a discount for being accident-free, but they would actually send you a check every six months.
I know, it’s essentially the same thing as offering a discount, but they recognized that people like receiving checks in the mail; it’s the same reason people overpay their income taxes (passively or deliberately) so they can get a big tax-return check the next year.
Think about it – renewal time presents an opportunity to reevaluate your coverage, your carrier, and your agent. What better way to put a quick end to that internal discussion than to send the customer a check for several hundred dollars?
Customer: Do we switch companies? Nah, they just sent me a check!
Try to identify the points where you are most likely to lose customers, and see what strategies you can develop to provide them with something extra – something special – when they’re approaching that point.
Remember, it does no good to keep adding new customers, clients, or members if you’re not keeping the ones you already have.
Have a Process, But Have a Brain…
May 27, 2010
We recently attended the grand opening of the new building recently completed for a local art museum. This was a major undertaking for them, taking several years to complete.
The celebration was a two-day event held over the weekend, with bands, hands-on exhibits, and food, in addition to all the new art being displayed. It happened to be a particularly hot day, so we naturally brought our water bottles with us. And everything was fine until we actually walked in to see the new building.
One of the guards stopped us as we walked in; pointed at my empty water bottle, and said, “Sorry, you can’t bring that in here.” Since the bottle was clearly empty, I was curious as to why. This was our conversation…
Me: Oh, I understand that we can’t bring in food or drinks, but this bottle is empty.
Guard: It doesn’t matter, you can’t bring it in.
Me: Can I ask why?
Guard: Because that’s the rule.
Me: Sorry, I wasn’t clear – why is that the rule?
Guard: Because it’s an “object” and it could damage the exhibits.
Me: But that woman is carrying a very large bag over her shoulder that could do more damage.
Guard: Bags are allowed; bottles aren’t.
Me: But you didn’t search her bag – she could have three full bottles of water in there!
Guard: We don’t search bags.
Me: And that guy is pushing a very large stroller with kids swinging all over it near the exhibits.
Guard: Children are allowed.
Me: So these things – all more potentially dangerous are allowed in and an empty bottle is not?
Guard: Yes sir.
Sometimes when you come face to face with an immovable object, it’s best to move on and deal with it later. “Later” came about a week later when I called the director of operations of the museum and explained the situation to him. To his credit, he was appalled, and apologized for the guard being overzealous and putting a damper on our visit to the museum.
Then he said words that were like music to my ears: “Yeah, sometimes these people get so caught up in the procedures that they forget to use their brains.”
Processes are important, but when the process just doesn’t make sense, you have to question it, review it, and make the changes necessary to produce the desired outcome without causing unnecessary conflict.
Take a look at your processes – are they delivering what you want them to?
Inside-Out Marketing
May 27, 2010
This weekend, Lorie and a group of her friends ran a Triathlon. Actually, they were supposed to run a triathlon, but a combination of bad weather and mismanagement caused her to sit this one out. That part of the story is still playing itself out, and I’ll give you an update soon…there will be some customer-service lessons here for sure…
But what I want to talk to you about this week is not the event itself, but rather the day before the event.
Lorie and a few of her friends drove about 30 minutes to pick up their race packets, including the participant numbers they place on their shirts, bikes, and helmets. The pickup took place at a store in Cary, NC, that specifically targets triathletes, and this company is a major sponsor of several large events in the area.
When Lorie and her friends arrived, there were some large tents set up where the participants could go to sign in and collect their packets. Then, they had to go into the store to pick up their T-shirts in the size they had designated when they registered for the race.
There were two problems with this: first, the store was small and very crowded, making it difficult to even move. Clearly, they could have had the T-shirts available outside, but their goal was to get people into the store so they might actually buy something.
Mind you, I don’t begrudge them for doing this any more than I blame Disney for funneling all traffic leaving a popular ride through the gift shop themed around that ride. In fact, I applaud them for doing this, even if it is a bit inconvenient.
But – and this is where they stopped halfway – they gave no incentive for people to step up and make a purchase: no coupons, no one-day sales, and no special “pre-race packages.” They had the perfect opportunity to get people to make that all-important first purchase, and include a “bounce-back” coupon good for the next 14 days to get them back into the store – and into the habit of shopping there.
But they were too busy, too lazy, or too uninformed about effective marketing techniques to take advantage of this incredible opportunity.
Make sure that when you have hundreds of your perfect, ideal customers literally standing inside the door that you do something immediate and deliberate to bring them into the fold – that’s the only way to start building repeat business and lifetime value!
The “Bagel Philosopher”
May 19, 2010
Last week, I told you about the guy in the bagel shop who came up with a simple but elegant process to nearly double the throughput at the store. What I didn’t mention is that he was also a philosopher of sorts – a keen observer of life from behind the counter. Let me explain…
In case you missed last weeks’ issue, here’s a quick summary: before the server behind the counter puts the cream cheese on the current customer’s bagel, he takes the next customer’s order. Since most people like their bagels toasted, he cuts the next person’s bagel, puts it in the toaster, and then completes the first customer’s bagel.
By doing this, he avoids making everyone wait – including himself – while the bagel makes its way through the conveyor on the toaster.
I immediately recognized this as brilliant – in the same way I’m always impressed when the banquet people at a hotel actually pull the tables away from the wall – allowing people to access the food from both sides of the buffet table.
When I complimented him on this process, I also observed that it really only worked if everyone wanted the bagel toasted. He said, “Yeah, that’s kind of important, but it’s kind of like life – everything usually works out at the end of the day.”
As I listened to those words, it occurred to me how they weren’t limited to preparing bagels, but, in fact, they applied to most aspects of life. Virtually every day we face challenges – some minor, some more serious, and some on a level that they can bring everything to a grinding halt.
What I’ve noticed is that in most cases, ultimately things do work out okay – it just doesn’t seem like it at the time. Or, in the words of the bagel guy, “Everything usually works out at the end of the day.”
That’s true. It’s just that sometimes it’s a really long day.
So the next time you find yourself faced with an overwhelming obstacle, try not to let the sheer enormity of it defeat you. Rather, try to find a solution; work at it one step at a time; and remember that most things do eventually work themselves out.
Why Are You in Business?
May 19, 2010
I know that’s kind of a harsh question, but answering it is absolutely central to your company’s long-term success. Have you ever walked into a business and said to yourself, “This place won’t be here in six months,” and when you come back six months later, it’s gone?
It happens all the time.
The only reason you should be in business – whatever type of business – is to offer something special to your customers, members, or clients. Something unique. Something uncommon. Something that helps you stand out from everyone else in your market.
This “something special” is your Unique Selling Proposition, and it can be based on an almost infinite number of characteristics including location, price, market segment, process, customer need, support, or guarantees.
But it has to be based on something. You have to be able to communicate it clearly, concisely, and consistently. If you’re not sure where to start, try answering these four questions:
1. What’s different about what you provide or how you provide it that sets you apart from your competition?
2. If you closed up shop tomorrow what impact would it have on your customers’ lives?
3. What could you tell prospective customers that would cause them to drop everything and come see you right away?
4. Why should prospective customers select you versus all the other options they have?
The answers to these questions will help you define a clear and compelling USP that you can use as a foundation for staking out and owning your market.
Two for One!
May 14, 2010
A few days ago, I stopped by our local Bruegger’s Bagel shop to pick up some breakfast on my way into the office.
A big fan of process and efficiency, I couldn’t help but notice the actions of an employee I hadn’t seen there before.
He called up the first customer and asked her what she wanted. “Whole wheat, toasted, with light cream cheese,” she said. He dutifully selected the bagel from the bin, sliced it in half, and put it into the toaster – an industrial model that took the bagel halves on a conveyor to be toasted, and then, about 30 seconds later, dropped them through a chute onto the counter.
But rather than wait idly by as the bagel was toasted, he did something so simple and obvious that it was almost elegant in its correctness: he asked the next customer for her order. Since she also wanted her bagel toasted, he cut hers, and put it behind the other one on the conveyor.
No sooner had he done this than the first bagel dropped down; he applied the cream cheese, wrapped it up, and handed it to the customer. He then took the next customer’s order, cut that bagel, and put it in the toaster – just in time for the second person’s bagel to exit the toaster.
Now I know I’m easily amused, but in a week where incompetence seemed to be attacking me from every corner, this was like a ray of sunshine. By taking a simple and obvious step, he was able to nearly double the throughput of the bagel shop – preparing two bagels in the time it normally took to make just one – especially important as the morning crowd starts arriving and the lines became longer.
Are there any obvious steps you can take to streamline your own business?
Level the Playing Field
May 14, 2010
We all like it when other people “play fair.” In sports, there are referees and umpires to make sure everyone follows the rules. In NASCAR, there are very specific and strict rules about what you can and can’t install in one of the race cars. We have lawyers, judges, and entire legal systems to help make sure the government’s rules are applied fairly.
But I have to say that in the world of business and marketing, I’m not a big fan of the “level playing field.”
I believe that if a business is better at marketing itself, selling its products, and delivering a superior level of customer service; if it invests in infrastructure and education; and, of course, if it obeys the laws and regulations that apply in its specific industry, then it should make more money.
In that sense, I wasn’t at all excited about all the government bailouts that were granted in 2009 – these businesses took dangerous, unnecessary, and, in some cases, reckless risks, and had someone else step in and rescue them from the fate they had earned.
But none of this has to affect you. Remember, you can do almost anything in your marketing as long as it’s not illegal, immoral, or unethical.
And so your job should be to do everything within your ability to create a playing field which is not level at all, but instead, tilted decisively in your direction so that all the business you want flows naturally in your direction.
You can do this by having sales letters, post cards, and web sites that are far superior – and far more effective – than those of your competitors. You can identify a unique position for your products in the marketplace that helps you stand out and avoid being perceived as a commodity. You can create a level of loyalty and long-term value with your existing customers that will help you to get maximum value from every new customer, member, or client you acquire.
I like to have a relatively level playing field on a tennis court or bike ride. But in business, I want the playing field tilted in my direction, and so should you.
