ERIC TAKES THE MYSTERY OUT OF MARKETING – AN INTRODUCTION.
Video Category Understanding the SMB owner/operator.
Marketing
A 3 minute introduction to one of Eric’s workshops where he talks about the reality of marketing as it exists within small and medium-sized businesses today.
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Event When Sales Met Marketing
Written By Eric Gilboord
Speak By Eric Gilboord
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WEBSITES & HISTORY!
by Phyllis Barr
President
Corporate Culture Marketing by Barr Consulting Services
New York, NY 10019
212-765-6968
For list of services see end of newsletter and below:
There are some questions that both for-profits and not-for-profits need to ask:
1. Should the history of the company/organization be on the website?
2. Why and perhaps why not?
3. How does including such content square with the overall marketing & PR strategy(ies)?
4. Should it only be included at the time of an anniversary celebration?
5. What have other companies/organizations done on their sites?
6. Do we need to hire specialists?
7. AND how can we make the past come alive, be relevant in the present and take us into the future?
I have conducted research on more sites than I can remember and many don’t even have the founding date. I have also called many companies and found that some people even in the PR/Communications/Marketing departments have no idea there is an upcoming anniversary.
These, by the way, are companies that are more than 50 years old.
Interestingly, not-for-profits have more information as a rule.
They are often in the “company” of companies located in other countries and luxury marketing companies in the U.S. (I have been working on anniversary celebrations since 1980 and conducting research first off-line (before information was available as it is now on-line) and now on-line and off-line.
The steps to take:
Note: The question of whether to include the history of a company/organization or not and, if so, how much, could be decided before checking out other sites and seeing what is available to put on-line. Or research could be conducted afterwards. I suggest doing the research first and then looking at sales & marketing plans and how this would fit with branding initiatives, social media initiatives, and taking part in trade shows, etc.
1. Check out other websites for your industry and a few others;
2. If your company has an archives, check to see what documents and visuals are in it;
3. If not, consider setting up an archives. Even if your company decides not to put its history on its website, an archives is useful in a number of ways, including legal. (See September newsletter)
4. If your company decides to go ahead with putting its history on its site and there are gaps in the written and visual records, then
consider hiring an historian to conduct research. Everything is NOT on-line, of course. Many repositories can’t afford to do so and visits to historical societies,libraries and museums are necessary. In the end, someone with graduate history/research training will save time and money by doing the research to fill in the gaps in the records.
5. Consider who will create content: Again, an historian who has writing experience for the general public, can be a very useful asset and will in the end save both time and money in this area as well.
6. Consider hiring a curator who can create an “exhibit” on-line as well as off-line. (Consider a hard copy version of history in a carrying case to take to meetings, expos, etc.). There are some historians who are archivists and curators as well.
7. What to include:
9. Have some fun: include cartoons, amusing photos, songs from different eras, games for kids, etc.
10. Lastly, if a company has an Intranet, having the history on it can be very useful, particularly as part of orientation and training. This
could have additional information or information presented differently than on the website.
Recently, I went to the Metropolitan Museum. There is so much there that it would take years to see it all, but two hours of seeing beautiful paintings by Turner, objects d’art, furniture, etc. are joyful hours!
The museum website is worth a visit. One can set up one’s own gallery with up to 50 pieces in it and, of course, buy from the store. I think the gallery is a great marketing device as well as a terrific educational tool for kids!
Until next month: The subject will be the value of archives.
Happy Labor Day weekend!
Phyllis
Phyllis Barr, President
Corporate Culture Marketing by
Barr Consulting Services
& The Corporate Acculturation Management Practice
Phone: 212-765-6968
Corporate Culture Marketing assists
companies with leveraging the history
and heritage of a company, brand or
not-for-profit as a marketing or fundraising tool.
It specializes in leveraging anniversary
celebrations as a marketing or fundraising tool.
Services: Consulting; Research; Editing;
Writing: Curating; Creating Knowledge
Banks; Conducting Oral History interviews; Assisting
companies with corporate culture clash after
a merger.
Read more by clicking on this link http://www.blogs.linktoexpert.com/PhyllisBarr/27/7/2009/90.aspx
The Best in Experience Marketing – An Ode to the QE2 and What Can be Learned from Her
by Phyllis Barr
Corporate Culture Marketing by Barr Consulting Services
New York, NY
212-765-6968
For additional information: see below
I thought would do something different and pay homage to a great lady, the Queen Elizabeth 2, which has great lessons about experience marketing.
(Note: I have never worked for Cunard or any firm connected with them. I have lectured as a passenger several times and written an article about candy making on board, but do NOT speak for them in any way. These are totally my personal thoughts.)
I have been thinking a lot lately of some experiences, unlike any others, I have experienced. I don’t think of them as marketing experiences, but in a way they are. This never entered my mind while having the experiences which says something positive about them. They are is some ways the best examples of experience marketing.
I am sure you are all familiar with the Queen Elizabeth 2. She is “retiring” this month to a new life in the port of Dubai as a luxury hotel. She arrives there on Thanksgiving Day, November 27th. It is the end of an era, a trite expression, but really true in this case. A lot of companies can learn from her and from how she was run, particularly on the “hotel side.”
I have had the privilege of sailing on her and I have no doubt we will never see her like again.
Walk aboard and it felt as if one has entered a special world. It was NOT about luxury. In fact her decor is restrained. But it is the FEELING one got, largely due to a remarkable crew. There were people from dozens of countries who worked on board. To see the parade of crew carrying the flags of their countries through the dining rooms during the voyage is to feel more hopeful about the world.
Going on board felt like going home — albeit an unusual home. It actually was homey as odd as that may sound. It is large, but cozy; full, but not crowded; busy, but not bustling in a tiresome way.
Why? First, the people on the pier were welcoming. Second ,the people who greeted one as one boarded were not just helpful, but enthusiastic. Third,
the attention to detail whether in the cabins or dining rooms, or public rooms or decks was not usual. Need something from a safety-pin to having your pets looked after, no problem. Need medical help, there was the best available 24/7. Fourth, the food which was delicious. And if someone had a special diet, no problem.
This was the best customer service one could ever encounter AND, the officers could teach multi-national companies a thing or two about running a company in a multi-cultural, multi-national global world.
Yes, people were paid to help, but it is the way they did so that makes the experience so special. The people who hired them have an instinct that is unlike anything I have seen elsewhere with few exceptions. The officers and crew are exceptional!
There are other Cunard ships, the Queen Mary 2 and the Queen Victoria and there will be a new Queen Elizabeth in 2 years. . I am sure people do and will have wonderful but the QE2, was unique, I have no doubt, having been on other ships. (I have not sailed on QM2 and QV). As someone wrote in a letter to the editor of The New York Times after she left New York for the last time, she has “soul.”
Most of the passengers were REPEAT passengers. Many signed up for anther voyage BEFORE getting off the ship. How many businesses have similar experiences? In summing up, that is all that needs to be said about the experiences of being on board a great lady with a great crew.
I shall miss her and them.
Corporate Culture Marketing by
Barr Consulting Services
& The Corporate Acculturation Management Practice
Phone: 212-765-6968
Corporate Culture Marketing assists
companies with leveraging the history
and heritage of a company, brand or
not-for-profit as a marketing or fundraising tool.
It specializes in leveraging anniversary
celebrations as a marketing or fundraising tool.
Services: Consulting; Research; Editing;
Writing: Curating; Creating Knowledge
Banks; Conducting Oral History interviews; Assisting
companies with corporate culture clash after
a merger.
Read more by clicking on this link http://www.blogs.linktoexpert.com/PhyllisBarr/17/8/2009/92.aspx
It’s 9:00 am. Do you know what and where your Vital records are?
by Phyllis Barr
President
Corporate Culture Marketing by Barr Consulting Services
New York, NY
212-765-6968
TIPS ON CONTINGENCY PLANNING
To
Insure
Protection – against
Surprises
= TIPS about how to avoid and deal with:
Fires Floods Thefts Vandalism Infestation and Earthquakes
********************************************************************************************
Once upon a time, a graphic artists working out of her home office had a leaky pipe and then a flood. The artwork for her clients was on the floor.
End of artwork!
It is not only large companies that need Contingency Plan. Small ones do too, including home offices.
It is impossible to prevent all disasters, but it is possible to minimize the risk of a disaster or the damage from one. Having a contingency plan and testing the plan regularly can make the difference, in the event of a manmade or natural disaster, between a timely recovery and a long and difficult one. It can also affect the cost of recovery and even prevent a disaster of small or large proportions.
The guidelines noted below are primarily for hard copy records, but they have a bearing on other areas as well such as:
Ø computer systems,
Ø telecommunications,
Ø buildings/facilities,
Ø public relations,
Ø AND people, their safety and reactions to a disaster
are all areas that are customarily dealt with in a report such as this.
A disaster does not have to be large to cause problems. It can range from a leak to a flood; pest infestation; a small localized fire to a large one; an isolated theft or vandalism to a more widespread one; telecommunications glitches to crashes; and electrical malefactions that are isolated or widespread.
What can you do?
The initial steps are simple and cost nothing.
Most are very obvious, but in my experience these “rules” are rarely put into place unless someone points them out.
On a daily basis:
1. Sniff the work area to see if there is
any unusual smell such as mold or mildew.
2. Look around their work area, including up at the
ceiling and under air-conditioning vents for signs
of water damage or leaks.
3. Regularly check for bugs. Put combats around the office,
particularly where people eat and where records are
kept. Also check for other pests.
4. Put important papers in desks at the end of a day.
This is particularly important for any records which are
not kept on server such as records received from
another company, organization, foundation or
government agency.
5. Combats should be put in any area in
which in which food is eaten and prepared.
6. Lock desks and cabinets. Buy some steel boxes in which to keep CD
and hard copy vital records that can be grabbed and taken out quickly.
8. Records, etc. should not be put near radiators or under
pipes.
AND:
9. CONDUCT A RISK ASSESSMENT
AND:
10. It is necessary to determine what records are VITAL to reestablish business as usual in a very timely manner.
Vital records in the “language”
contingency planners are those which are needed in the
ordinary course of business.
“Vital Records” can also refer to documents that the
government mandates be kept for a certain amount of
time.
“Vital Records” can also refer to records which document the history of the company/organization which may be needed in the future for seeing if there is a precedent for something or when a program was
started, etc., or for an anniversary celebration or for writing a book, or for an audio/visuals.
Note: There are records created BEFORE the current technological advances which are not on-line in any format.
This task can be dealt with quicker if a list of vital records, etc. received is kept in a log with contact information. This should be kept on the designated computer, server and on a disk and there should be a hard copy as well. One hard copy could be kept in safety deposit box with CDs or in someone’s home.
In a home office, a good place to keep papers of value in in the vegetable bin of the refrigerator and in a book bag which keeps moisture out or in a steel box.
11. CREATE A CONTINGENY PLAN.
AND:
v TEST, TEST AND TEST AGAIN
v TRAIN STAFF AT LEAST ONCE A YEAR
v GIVE A COPY OF PLAN TO NEW EMPLOYEES
ARRANGE FOR THEM TO GET A RUN
THROUGH
What should the Contingency Plan include?
A. Information about the offices and building(s): location of
water and steam pipes, for example.
B. A list of people to contact in case of an emergency:
i.e., the equivalent of fire marshals.
This should include information on how to contact
people over a weekend or holiday. There should
be back-ups for people when they go on vacation, on a business trip or are ill.
Certain designated staff members should e-mail themselves a copy of the list and have a hard copy at home as well.
C. A list of emergency numbers which marshals should keep
at home as well:
A list of specialists in the areas of freeze-drying; conservation and preservation and restoration;telecommunications; security; pests; and temporary off-site storage places in case the archives needs to be moved out while problems
from a leak or flood or fire, etc. are dealt with
D. The following supplies should be kept in offices:
sound an alarm when there is a leak
And:
In sum, people need to know what they have, know what they need to have, do what they can to prevent a disaster, ANDprepare for one if one occurs.
Read more by clicking on this link http://www.blogs.linktoexpert.com/PhyllisBarr/7/9/2009/95.aspx
I decided to ask the readers of this newsletter some questions. So here goes. And please let me know if I can quote you in a future newsletter.
This is for both for-profits and not-for-profits. For both please include if you think leveraging history and heritage is a good marketing or fundraising tool and if your company/organization does so and how.
Name:
Company:
Title:
Phone number:
1. Does leveraging nostalgia help position a company/organization/brand as reliable and dependable?
2. Is leveraging nostalgia a powerful tool? When? When not?
3. Does leveraging the history & heritage help when reputation is in jeopardy? Will it help Domino’s Pizza?
4. What brands could use a dose of the past? Is Tropicana right to go back to its old packaging?
5. Does your company or organization or clients leverage their history and heritage as a marketing or fundraising tool?
6. Is your staff taught your company’s history & heritage?
7. How does your company/organization preserve its corporate culture, corporate memory and its history & heritage?
8. Does your company/organization have an archives?
Read more by clicking on this link http://www.blogs.linktoexpert.com/PhyllisBarr/6/10/2009/108.aspx
We called ourselves Pure Public Relations and Marketing, so it was completely clear what we do. But when it comes to public relations, there’s not a lot that’s crystal clear to most people. In fact, we frequently find ourselves spending a lot of our time explaining…usually, explaining the difference between advertising, marketing and public relations. And the public relations field is comprised of so many different tools and tactics that this doesn’t make it any less confusing. Whichever PR tactics a customer elects to use, they really must do three things: help them meet overall business objectives, tie in with the business’s communications strategy (don’t panic if you don’t have one – we can help you here!) and finally, establish and support a positive public image, whether it’s through community interaction such as events or fundraisers or third-party driven events like media interviews, speaking engagements or press conferences. The Public Relations Society of America (PRSA), our industry’s primary professional association, defines public relations this way: “Public relations helps an organization and its publics adapt mutually to each other.” Okay, admittedly that may not smooth out the confused forehead creases of those who read this, but the definition does touch upon probably the single most important concept of all when it comes to public relations…ADAPT MUTUALLY. If a figure or organization has something positive to share with the public, the direct result of those publicity efforts is a public reaction. Similarly, if that same figure or organization has something not so positive to share, the same next steps take place, much like a cause-effect relationship. So for every public relations step a business takes, the public moves, too. Maybe in step with that figure or organization, maybe even closer or maybe away, sometimes far far away, depending on what’s just taken place or what information has been revealed. So how the public adapts to a campaign ultimately determines whether it was a hit or miss and we’re sure you can think of more than a few you’ve seen during your lifetime that would fall into each of those categories. We’ll dig further into some of these examples soon.
Read more by clicking on this link http://www.blogs.linktoexpert.com/TaraHustedde/6/10/2009/111.aspx
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