365 Days of Marketing: December 2011

Play to Win: #6 in my Top 10 Small Business Marketing Musts for 2012

If you watch a lot of football (like I do), it’s not uncommon to watch your favorite team gain an edge over their opponent and get a small lead. Then, with a few minutes left on the clock, for reasons I will never understand, they abandon the strategy which helped them get the lead (which usually involved assertive play and calculated risk taking on both offense and defense) and start playing “not to lose,” hoping to run out the clock before the other team can gain the lead.

What inevitably happens is that the other team is able to take advantage of this less aggressive style of play.

They stop your offense, because you’re trying to keep the ball on the ground and you fail to make a needed first down. And once they get the ball back, they march right down the field into scoring range because your defense isn’t working as hard to force a turnover and they aren’t taking the calculated risks needed to put extra men where they think the next play is going to be.

So how does this relate to your business?

You worked hard to get your business established; you took calculated risks and tried things you hadn’t tried before in order to gain an edge. Now that you’ve gained some ground, you’re so afraid to lose your position that you start playing “not to lose” instead of playing to win.

You’ve got a few hundred (or thousand) fans on Facebook or Twitter but you’re so afraid of one or two of them “unliking” your page that you’re afraid to post things that will provoke and connect with people emotionally. You’re afraid to speak passionately on social media. Your posts are about as exciting as a bowl of oatmeal (which, incidentally, is how they're making your brand look, as well). You’re afraid that if you post more than once a day someone will get annoyed and stop reading your posts.

So you’re not playing to win on social media, you’re playing “not to lose.”

Instead of adding value and changing your lineup – taking a few calculated risks in order to compete in the new economy, you’re holding on to the way you’ve always done things. You are more focused on not losing one or two customers than you are on gaining new ones by making changes you need to make within your business.

Instead of making your business – and your customer experience – truly unique, you’re playing it safe by keeping things as generic as possible. And so once the customer walks out, there's nothing memorable to make them want to come back and nothing that makes them want to tell their friends about you.

Instead of engaging with your customers through communications, you’re so worried that someone might unsubscribe from your emailing list if you actually email them that you never do it at all; or at most, you send one or two one-and-done offers and a holiday greeting each year.

Or even worse, maybe you don’t have a playbook at all, and everything that you are doing is being done as a one-and-done, because there is no short or long term strategy in play.

There’s still time on the clock: are you going to play not to lose? Or play to win?

***

Elizabeth Kraus, author of 365 Days of Marketing and the 2012 Small Business Marketing Calendar: Little White Marketing Lies.

Dispel all the little white marketing lies that might be holding your business back - check out the 2012 Small Business Marketing Calendar: Little White Marketing Lies on amazon.com. With hundreds of marketing ideas laid out for 2012, you'll get into a marketing groove and build a bigger role for your business in the lives of your clients!

Understand the Law of Reflection: #5 in my Top 10 Small Business Marketing Musts for 2012

How many times have you wondered what it would take to turn one time customers into repeat customers, to turn repeat customers into exclusively loyal ones -- to attract and develop a group of people willing to refer, recommend and otherwise talk about your brand to others.

How many times have you felt powerless and hopeless when it comes to getting your employees to think more like stakeholders – people who have a vested interest in the health and well-being of the company and so become engaged and loyal to the business (not just the paycheck, and make decisions that are in the best interest of the company, even if it's not always comfortable or most convenient for themselves.

How many times have you wondered why you aren’t converting more search engine results, blog post links and other web site visitors into online sales and in-store visits.

Here’s the secret.

People don’t buy from companies, they buy from people.

People don’t develop loyalty to companies, they become loyal – and sometimes addicted – to the things that companies do for them or how they make them feel.

Getting found by search engines, having your blog posts read and getting people to your website is a preliminary step; only what happens after that point – the engagement and emotional connection built into the online experience – produces sales, booked appointments and in-store visits.

Only what occurs after someone walks into your store in terms of engagement and emotional connection produces desired results at the cash register, repeat visits and referrals.

Employees don’t think like stakeholders when they’re treated like tools. (Take that any way you like.) And all if it can be attributed to what I call the ‘Law of Reflection.’

And here is its shortest, sweetest version:
no one is going to put more into a relationship than you.

Employees won’t invest themselves personally in the well-being of your company until they feel that you are invested in them. Clocking in does not produce engagement. If you want them to act like a stakeholder, you’ve got to give them reasons to feel like one, first.

Customers don’t become loyal to you until you become loyal to them, making them #1 in your focus and thinking, and making it your goal to benefit them and improve their lives. (Notice how “sell stuff to them” is nowhere to be found in that statement.)

The relationship and loyalties that customers develop toward you and your business is a direct reflection of your commitment to and interest in them. Likewise, the loyalty and engagement that employees demonstrate toward your business is a direct reflection of not only your policies and employee culture but also of how much (or little) you take the time to educate and train them and of how important you make them feel that they are to you, and to your business.

Understanding the Law of Reflection is the first step on the road to loyalty and engagement, changing the way that you think about your business and set goals and priorities must follow.

Remember, just like with a pool of water or even a mirror, the reflection (the way customers or employees feel about you and your business) is never going to be clearer or stronger than the original, and you are responsible for creating the original side of those relationships.

Define, or Be Defined: #4 in my Top 10 Small Business Marketing Musts for 2012

This week, I included an article in my newsletter titled 12 trends that will change marketing in 2012. The original article (from PR Say) spoke to public relations, but in reading through the trends, you’ll find that it’s much bigger than just that segment.

In the article, the third trend stated it this way: “Organizations will be defined by communication.”

Citing the fact that Time Magazine named “The Protestor” (worldwide) as their person of the year for 2011, Daniel Tisch is quoted as saying, “As we move ever closer to a world in which global publishing power lies in every person’s pocket, the punishment for failing to listen, engage, anticipate and respond effectively will be severe; and the rewards for an organization that defines itself through communication will be rich indeed.”

This is definitely a coin which has two sides, though.

Note the prediction that organizations will be defined by communication; meaning, judgments will be made about whether someone wants to be associated with your business in any way (as a customer, employee, investor, vendor, etc.) based on how they perceive your company by way of your communications.

Stay with me.

In the subsequent quote, however, Tisch makes the point that the businesses which are going to be rewarded in the future will be those who define themselves through communication.

Do you see the difference?

People are going to decide whether to do business or otherwise associate themselves with your business as a direct result of how and to the extent to which you do (or do not) define yourself through communication.

To define yourself through communication, you must first define and develop an authentic brand (that means you really are who you think you are, and who you really are and who you think you really are matches up to what you say you really are).

And then you must develop a strategy for frequent, relentlessly brand-consistent communication that encompasses all of your internal and external communications (marketing, social media, advertising, public relations, employee relations, etc.). You are likely going to need to increase both the frequency of your communications and means, you’re going to have to make it a priority and you’re going to need to stick to it!

***

Elizabeth Kraus - www.12monthsofmarketing.net
365 Days of Marketing and the 2012 Small Business Marketing Calendar: Little White Marketing Lies

#3 in my Top 10 Small Business Marketing Ideas for 2012: Stick Around

So far in my Top 10 Small Business Marketing Ideas for 2012 are:

1. Process - not practice - makes perfect [ click here ]
and 2. Commit to Continuous Improvement (and no 'sacred cows') [ click here ]

So what made the 3rd spot in my list?
Stick Around.

What I mean is this: Persistence is far more important to small business success in 2012 than is almost any other marketing genius.

But don't just take my word for it:

"Never, never, never give up."
(Winston Churchill)

"Ambition is the path to success.
Persistence is the vehicle you arrive in."
(Bill Bradley)

"Energy and persistence conquer all things."
(Benjamin Franklin)

"The habit of persistence is the habit of victory."
(Herbert Kaufman)

"Paralyze resistance with persistence."
(Woody Hayes)

"Success is almost totally dependent upon drive and persistence.
The extra energy required to make another effort or try another approach is the secret of winning."
(Dennis Waitley)

"And let us not grow weary of doing good, for in due season we will reap,
if we do not give up."
(Paul the Apostle, Galatians 6:9)

Sometimes the only difference between the successful and those who are not is persistence. Showing up, trying, doing, learning, putting what was learned into practice, and showing up again, the next day.

To be successful in 2012, commit yourself to persistence. Make it a habit. Make it one of the defining traits of your character, a word that those closest to you would use to describe you. Don't give up in pursuit of your dream or in doing what you know is right, because you'll never have or enjoy the first without the second.

Elizabeth Kraus

***

Elizabeth Kraus, author of 365 Days of Marketing and the 2012 Small Business Marketing Calendar: Little White Marketing Lies.

#2: Top 10 Small Business Marketing Musts for 2012 - Continuous Improvement (and no 'sacred cows')

The second in my Top 10 Small Business Marketing Ideas for 2012 is

2. Continuous Improvement (and no “sacred cows”)

One of the first business books I read after college was Sacred Cows Make the Best Burgers (Kriegel & Brandt). I still rank this among the best books for business owners and managers.

Why? Because it makes a very important point, over and over and over again.

People (i.e., managers, decision makers, policy setters and bosses) resist change to one extent or another, for one reason or another.

We think that what worked in the last decade will always work. Heck, we think that what worked last year will work again this year. We set up certain of our programs or departments as “untouchable” or we put territorial bulldogs in charge of them. We become emotionally invested in our brain children and in our ‘firstborn’ business ideas.

The term ‘sacred cow’ refers to the status of cattle in India. They’re untouchable and protected for religious reasons, without exception. They are afforded the status almost of gods on earth, you must give way for them, starve rather than consume them, sacrifice to them and even adorn them with flowers for celebrations.

Over time, programs and departments in our businesses can assume this status. Even if the company is ‘starving’ to death, these programs, departments or persons must not be touched, changed or affected.
We’ve all been in organizations like this, where certain programs and certain people seemed to be able to do whatever they wanted, whenever they wanted, without consequence, without accountability and without question – even when their actions or results were significantly detrimental to the company.

To be successful in 2012, companies must renew their commitment to an old idea: continuous improvement, throughout every area of their organization.

Continuous improvement is a buzz term related to the “Total Quality Management” (or TQM) approach to leadership that gained popularity especially in the late 1980s/early 19902 (although its roots are older than that).

In the early 1990’s, I worked in a company that encouraged continuous improvement formally, through a program which rewarded those who brought good ideas (reviewed by committee) for improving the process or even conditions for their own job or for the company with the grant of the money needed to implement the change. It was rare that at least 2-3 new ideas were not accepted and implemented every month, resulting over the course of just one year in dozens of improvements throughout every area and in every department of the company.

I say, no more sacred cows. This especially resounds with me because of all the times I've been trained in a new role or otherwise been treated to some variation of the phrase, "this is the way we've always done it."

In one such role, about 10 years ago, I had taken an administrative job at the private school my children attended. Right after I started, the school had hired a consultant to help implement a capital campaign for improvements and expansion. With all the school execs (principals, board members, a few key teachers, etc.) in the room, many of whom had been there for decades, the consultant looked around the room and said, "Who do you think is the most valuable person in this process right now?"

People responded with different ideas but he said they were all wrong. Pointing at me, the low man on the totem pole (truthfully only in the room because they needed someone to take notes!) he said it was me. He said that I was the only one who'd been with the organization for less than 6 months, I was the only one whose brain had not been inducted into the groupthink that occurs after behaviors are learned and become routine. I was the one most capable of thinking creatively, because I was not yet 'trained' in the 'way they'd always done things.' Now almost 2 decades later, I've never forgotten that point.

To loose yourself from the hold of sacred cows in your company will require that you let go of preconceived ideas about what works and about how you view your company. You will need to bring in fresh eyes, survey customers, solicit employee opinions and pay attention to discontent (instead of defending yourself) from all stakeholders. You will need to be open to new ideas and actually trying new things and – gasp – worst of all, you will need to empower people to make changes that will improve their own jobs, working conditions, and processes in your company.

In the new year, commit yourself anew to this ‘old’ idea of continuous improvement in every area of your business, and your own life!

Top 10 2012 Marketing Ideas for Small Business Success

No matter what your business specialty, at the end of each year you’ll always find a smattering of articles touting predictions for the coming year. With few exceptions, most of the 2012 marketing predictions and 2012 small business trend related articles I’ve come across this year have been little more than noting that trends already in play will continue.

While still helpful, hardly the secrets to success most small business owners are looking for. I mean, we all know that social media has earned its place as a legitimate tool in every business’s marketing arsenal. We all know that success is tied to our ability to build and develop online and offline communities, fans, followers and referrals. And it's not news to anyone that we have to set ourselves apart from the competition (which, by the way, is fiercer than ever!)

We know what the problems and challenges are, and most of us know what the trends are, what we don’t know is how to take advantage, how to solve the problems and how to overcome the challenges. It’s not knowing what the next big web app or social media platform is going to be, it’s knowing how to use it to build business. It’s knowing which of the hundreds of choices available are right for your business, customers, employees, products and services.

From old-fashioned to new-fangled, visit my blog every day for the next 10 days for my Top 10 Marketing Ideas for Small Business Success for 2012:

1. Process – not practice – makes perfect.

It’s not that practice isn’t a good thing, because it is. This is something I understand well; I took piano lessons from the age of 7 through my sophomore year of college. Practicing something the right way helps you improve your ability to perform and leads to stellar, buzz-worthy performances and competitive advantage.

But practicing something the wrong way over and over, with mistakes, poor technique, skipping steps through ignorance or poor memorization – in music, these are the things that make for mediocre musicians and poor showings in recitals and competitions.

The same holds true for small business.

If your processes or the services you provide to customers are practiced (or performed) over and over the wrong way, you kill your ability to compete, negate any chance of referrals and even run the risk of losing your regular clients. Take time to make sure that you’re practicing things right by thinking through each of the processes that impact the customer experience.

And - maybe even more obviously: create a 2012 marketing plan, and work your plan.

It's just too easy for things to slip from the get-go if your plan simply consists of "doing better" in 2012. Without a written plan, you can't expect staff to understand the big picture, your organizational goals and how they contribute to the success of the business. Without a written plan, you can't develop a playbook for the day to day. Without a written plan, your social media marketing is going to be all over the place and do little to create engagement, build community or support your sales goals. Without a plan, all of your marketing is likely to be hit-and-miss, one-and-done and (worst of all) ineffective.

"Write a marketing plan." Sounds pretty basic, doesn't it.

But, by and large, business owners don't actually do it.

Why? They don't know why they should. They lack the motivation. They lack the know-how. It sounds like work (and it is; but it's not as much work as you think). You can create a process for your marketing that is simple; it doesn't have to be a doctoral thesis!

At it's most basic level, a marketing plan has these components:

Goals (or Strategies), such as:

a specific sales goal
launching a new product or service
developing new products or services
getting more customers
conducting a charity drive
moving customers to new levels of engagement
getting social media followers
building brand awareness
increasing market share

Tactics, which are the things that you will do (or at least try) in support of your goals. This is my favorite component, because it's the creative element. This is where you and staff get to brainstorm new ideas, think out of the box and get excited about the possibilities. This is where you develop employee buy-in and engagement and help employees to understand their role in the mission and vision of your organization.

Time-line and/or target dates (or incremental dates when you will measure and analyze results).

Results, which is simply whether or not you met a specific goal, and by how much you exceeded or fell short.

And finally, analysis, which is what went right, what went wrong, and how you will do things differently going forward or 'the next time.' As implied, this is another opportunity to impact employee engagement and buy-in and unleash creativity that can truly help to differentiate your business from competitors.

In fact, the very fact that you are now writing - however simple - a marketing plan is likely to differentiate you from your competitors; using it and executing it is going to take you even further!

Where to start? Click here for a free worksheet.

1. Set a goal
2. Set a timeline
3. Think of (at least) 3 things you will do (or do differently) to meet the goal
4. Do those 3 things
5. At the end of the timeline, measure results
6. Analyze and try again or modify marketing accordingly

It's that simple!

Need marketing plan fodder? The 2012 Small Business Marketing Calendar is a great choice, especially if (like many small business owners) you are maxed-out when it comes to time. It's a great choice if you are just starting (or still need to get started) with social media. It's a great choice if you need a tool to help not only with your marketing plan, but as a staff development and learning tool. It's a great choice if marketing is just one of the responsibilities that falls under your job title.

For those who plan to spend time every day on social media or want to grow their social media and overall marketing efforts, 365 Days of Marketing can fuel your marketing plans in 2012 and for years to come.

Want more customers? Fill your car with balloons.

So yesterday while driving home from nearby Enumclaw, Washington, I was winding my way along familiar back roads and slowed when I caught up to a white sedan driving just under the speed limit. While normally this might irritate me and my lead foot just a tad, yesterday, it didn’t. The car had only one occupant, a guy, but was also filled with red and green helium-filled balloons.

It was kind of obvious that he was looking for an address, because he kept slowing up at the crossroads. After about a mile, he turned off on a side street and I found myself wanting to follow him.

I wanted to know where he was going with all of those balloons. I’m guessing he was headed to a holiday party, and I am positive that any party that was going to play host to that many red and green bouncy balloons, straining to be released from their earthly tether, was going to be a good one.

Those red and green balloons promised me a good time.

When it comes to your business, is there anything about you or your team members that makes people want to follow you in to your business? Attend your events? Book appointments? Is there anything about your website, Facebook page or email newsletter that promises a good time?

How can you become the man with a car full of balloons?

***

Elizabeth Kraus is the author of 365 Days of Marketing.

To build a business which provides the maximum when it comes to customer and employee engagement as well as profitability, change the way that you understand and use marketing. 365 Days of Marketing is available on amazon.com or save $5 off the list price when you use the Code USH9VPJG and purchase on my site at 12monthsofmarketing.net.

The Little Things that Cost Your Business, Big Time

I love football. I’ve been an avid fan since I was young, mostly of college ball, but now that I’m married to a bona fide ‘cheese head’ – a native of Fond du Lac, Wisconsin – I’m watching a lot of pro ball too. During one of the games I watched today, a team (thankfully not the Packers) made several very fundamental mistakes which resulted in yards and yards of lost ground for their team, on offense and defense. I told my husband that if I were their coach, those guys would be running basic drills and running lines all next week. They'd be going through the basics until they had them down to the point that they occurred automatically, without mistakes, each and every time.

Football is hard enough—what with 300 pound linemen trying to kill you, wily, veteran linebackers looking to pick one off, tacklers coming in trying to strip the ball and the like. With so many “big” things to worry about (like those linemen) it’s critical that your team doesn’t make things that much harder for themselves by missing small details or making little mistakes like jumping ahead of the snap count, lining up wrong or failing to get extra people off the field before the next play starts.

It’s the same when it comes to your business: The competition wants to crush you; in this sluggish economy, you have to make every ‘play’ count.

You can’t afford to screw up on the basics—things that should be pretty much automatic because they’ve already been drilled in to your employee culture to the point that individual team members don’t have to think about them to get them right.

Things like friendly greetings and good attitudes. Things like a culture where employees are encouraged and empowered to go out of their way to accommodate customers, to solve problems and make sure people get connected with exactly what they need and want.

Things like making sure that your building’s exterior and signage, entry, waiting area, lobby and rest rooms make people feel welcome, comfortable and clean. Things like arriving on time, opening on time, keeping appointments running on time and being convenient for your customers.

Things like scripts for prescriptive products clients should be using at home and add-on products and services. Things like preventing traffic jams or long waits during the appointment-making, check in or check out processes, or on the phones.

The last thing you want to do is beat yourself.

Take some time to think about things that you take for granted will be part of your customer’s experience, each and every time they do business with you or interact with your business. Do all your team members agree, and do they fully understand and know what these are? Double check to be sure that your team members don’t need a refresher on the basics and to determine whether it’s time to craft some new basic ‘plays’ to add to your business’s playbook.

***

Elizabeth Kraus, author of 365 Days of Marketing and the 2012 Small Business Marketing Calendar: Little White Marketing Lies.

Remember Pearl Harbor Day and a Generational Marketing Breakdown

Earlier this week, Pearl Harbor Day (December 7) was observed to remember the day Japanese bombers attacked the US forces stationed in Hawaii—an act which brought the US, finally, into World War II. It's a day to honor those that fell and all those who served. It was the members of "the greatest generation" whose lifeblood and sacrifices made on the front lines of the war and at home paid for the freedoms we still enjoy as Americans.

What is "The Greatest Generation?"

The term “the greatest generation” was coined by Tom Brokaw to describe the generation of people that grew up during the great depression and whose members fought in World War II. This generation grew up in a time of incredible and sometimes even painful want, yet had the backbone and determination to face and overcome some of the most difficult challenges imaginable. Pearl Harbor Day is the perfect day to honor “the greatest generation” for the sacrifices they made, for their wisdom and for the much of the prosperity we have enjoyed in generations since.

Famous members of this generation include people like John F. Kennedy, Robert Kennedy, George H.W. Bush, Walter Cronkite, Joe DiMaggio, Billy Graham, Charles Schultz, Ronald Reagan, Jackie Robinson, and many more who went on to make major contributions in shaping the world and our society as we know it.

Honor members of “the greatest generation” by soliciting stories and nominations of local individuals who are members of this generation, holding an open house, extending dedicated happy hours or shopping hours, giving special awards or honors or by extending a special offer or free gift to them.

In recent years many reports and articles have been written as to the characteristics of different generations, how to market to them, how to manage them as employees, etc. At a minimum, you should be familiar with the general breakdown and marketing generalizations:

The Greatest Generation: Born between about 1909 and 1942, they’ve seen it all when it comes to advertising. They are savvy consumers who are careful about who they do business with. They want to know more about your business and about you, before doing business with you. Keen on value, they don’t shop just for fun. Having spent their early years in the Great Depression, they try not to waste anything if they can help it.

Baby Boomers: Born from about 1943 and 1965, on average this generation outspends other generations by $400 billion per year. They have exceptional drive and the ability to evaluate (and see through) advertising to find out whether something has real value. This group is projected to grow to represent as much as 20% of the total population by 2030.

Generation X: Born between about 1965 and 1980, a somewhat overlooked generation whose members are now entering/in their peak earning and buying years. Generally very tech savvy, they love to shop. They put a high value on education and knowledge. Prestige is a draw for this generation, but value trumps labels.

Generation Y: Born from about 1981 and 1990, the children of Baby Boomers, many members of this generation lived longer at home than did previous generations. Tech savvy, Gen Y members process information quickly and tend to be brand loyal.

Gen Z or the Internet Generation: Born between 2000 – present, the children of the youngest Baby Boomers. The only generation to be born fully in the internet era and the only generation whose parents are also (generally) more accepting of technology.

For more information about national and regional demographics, visit www.census.gov.

The above is an excerpt from December 7 in 365 Days of Marketing.

***

Elizabeth Kraus is the author of 365 Days of Marketing.

If you want to build a business which provides the maximum when it comes to customer and employee satisfaction and loyalty as well as profitability, change the way that you understand and use marketing. 365 Days of Marketing is available on amazon.com or save $5 off the list price when you use the Code USH9VPJG and purchase on my site at 12monthsofmarketing.net.

Style, strategy and marketing savvy - December 8 - 2011

Anyone who knows me for long knows that I'm passionate about branding and its importance to marketing success. The same principles that hold true for businesses also apply to people. Whether you're a business owner, entrepreneur or 'just an employee,' and whether or not you ever plan to own your own business, building "brand you" is nevertheless essential to your professional success and the future of your career.

View online at www.12monthsofmarketing.net/3dec2011.html

In this issue:

- How and why to build "brand you"
- Ten secrets of successful leaders
- Marketing insights: Do you know what you're really selling?
- Ten sloppy social media mistakes
- Marketing insights: Email is essential to your success
- Most read on the blog: Four ways to sell more gift cards this holiday season

***

Elizabeth Kraus

Why and How to Build 'Brand You'

If you’re 'just an employee' (rather than a business owner) or an independent seller or entrepreneur, you might not yet know how important marketing yourself is to your success, whether or not you ever plan to actually own your business.

When you think of the word “marketing” what comes to mind? If you think of things like advertisements, press releases, events, websites and internet marketing, you aren’t thinking big enough.

Marketing isn’t just for business.

In a sense, as human beings, we all use marketing tactics in many areas of our lives, because marketing is not about activities you do to promote a business, marketing is about relationships.

Specifically, marketing includes anything that you do to attract, engage, motivate or retain people in relationships; in the case of your professional life, these are relationships with customers, co-workers, superiors, vendors – anyone whose opinion is important to your professional success.

'Marketing’ actually includes anything that helps you:

Attract people
engage people to a deeper level of relationship and dependence upon you for products or information
motivate people to take actions you want them to take, and
retain relationships and develop loyalty

Have you ever had a co-worker who seemed to have it all together; who most likely regularly outperformed those around them? It didn't happen by accident; it’s because they choose behaviors that bring them success in relationships. They don’t expend energy on negative behaviors. They focus on the future and on others, rather than themselves.

Here are some behaviors you can choose that will help you become someone like that:

Develop a personal brand. Your own personal style is reflected in the words you choose to use, the clothes you choose to wear and the detail that you show in your personal appearance. Your personal style should be unique and reflect your own tastes, but it should also be a style which contributes to your social and professional success.
Don’t toe the line. Many times people do no more than what is asked and expected. They toe the line when it comes to how they behave in the workplace, whether they conform to standards of dress and the level at which they work to meet sales and performance goals. Exceed expectations and goals.

Don’t take the “it’s not my job” attitude; if you see something that needs to be done, do it. Dress for the job that you want, rather than the one that you have. Don’t knowingly violate the employment policies at your workplace, even if you don’t agree with them. Work to make change the right way. Arrive early and put all of the time in that you are expected to.
Hold yourself to high standards. Steer clear of gossip and those who gossip. Don’t engage in negative conversations about your employer or co-workers. Say nice things behind people’s backs as well as to their faces. Be generous with sincere compliments to co-workers and clients.

Be supportive of the initiatives and programs introduced by your boss and co-workers. Do all you can to see that they are successful. Participate. Encourage. If you do have criticisms or suggestions for your boss, meet with them privately and do your best to express your opinions or suggestions in a calm, clear manner. Use logic and persuasion to help make your point, rather than emotion.
Be absolutely present with each customer, co-worker, vendor, etc., in each moment that you have the opportunity to help them. People should feel that they have your full attention when speaking to you, whether in person, on the phone or even online.
Remember: It may be business, but it’s still personal. Make writing thank you notes part of your daily routine. Extend sincere compliments generously. Go out of your way to help people who need help, whether or not it’s part of your job. Acknowledge the efforts of others. Write a personal note (or an email) of sympathy or encouragement to those who particularly need it.

***

Elizabeth Kraus is the author of 365 Days of Marketing.

Make sure Marketing is more than your 'Gal Friday'

Do you know what a ‘Gal Friday’ is? I know from personal experience; I’ve been one, more than once.

It’s that person in the office who’s often found un-jamming the copier or replacing the toner, who orders office supplies, who bounces out to pick up food for the important people, cleans up after the meetings they probably took the notes for, or makes the emergency run to the office supplies store for paper.

It’s someone viewed as existing for the convenience and benefit of others, with little thought to what their official job and real responsibilities really are (or should be).

Because they’re amiable and willing to help out with whatever needs to be done, they’re often undervalued and their real skills and strengths get overlooked.

In too many businesses, Marketing is viewed as a 'Gal Friday.'

It’s most powerful, effective strengths and abilities are wasted. Too often, Marketing:

Is viewed as the ‘errand girl’ for the Sales Department or the public relations conduit for the CEO or head of Finance.
It’s used to when needed to un-jam the company from mistakes they made.
It’s brought in to try to move items that Purchasing shouldn’t have purchased or shouldn’t have purchased so many of.
It's called upon at the last minute to deliver a 'hail mary' pass in order to help fill up classes and events that didn't magically 'sell themselves.'

If, as I suggest, Marketing includes all the activities, means and tools you use to

    1. attract
    2. engage
    3. motivate (to take desired actions) and
    4. retain customers

then marketing deserves a seat at the table in your business, from the get-go.

Marketing is not your Girl Friday, there only to facilitate or clean up after others. If Marketing is an afterthought – a “tool” you use only to try to achieve the ends of others, then you’re wasting its strengths and you don’t really understand marketing, at all.

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Elizabeth Kraus is the author of 365 Days of Marketing.