Marketing Out Of The Box


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Simple sales presentation addressing sacred cows and perspective.

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  • If we always do what we have always done, we may not see new opportunities. If we assume that a market segment is not going to do business with us, we will not get their business.
  • If we always do what we have always done, we may not see new opportunities. If we assume that a market segment is not going to do business with us, we will not get their business.
  • Speed results in sacrifice of quality and service. We walk fast, drive fast, talk fast, and think fast. We have “hurry sickness.” Yet despite scrambling, we are always a little behind and forced to play an unrelenting game of catch up. Watch out for the gottas - I gotta make the deadline, I gotta prepare for the meeting. I gotta make my quota. I gotta read this, write that, review something. I gotta check my email, my voice mail, and my real mail. This causes stress, which not only affects work, but you take it home to your family. But it also causes you to make mistakes – careless ones that could have been avoided. In 1959, Haloid, a small research firm, offered IBM the sales rights to their “914” paper copier. IBM retained a consultant who advised against the purchase saying that the worldwide potential for a plain paper copier was less than 5,000 due to the cheap price of carbon paper. (How is that for a “sacred cow”?) Ten years later, Haloid, now known as Xerox was generating over $1 billion in sales annually from copier sales.
  • You are open 12 hours, they’ll stay open 24 You charge $30, they’ll charge $25. You offer free checking, they’ll also take away ATM charges. Make it harder for companies to compete against you. Sears was one of he first companies to come out with an all inclusive catalog. Customers loved it. But as technology progressed, competitors developed slick formats for specific target markets and Sears vowed not to make any changes. Everyone else made buying as easy as possible (800 numbers, online shopping, next day delivery, etc) and Sears did not even have a toll-free number. Playing by old rules while the game is changing is a sure path to failure.
  • Surprise them – Go beyond selling to help your customers address long-standing problems and concerns. See yourself as a consultant. Be interested in their best welfare and helping them win their game.
  • When your staff is inspired and passionate about something, nothing is impossible. They tap into their inner resources, strengths, and creativity that is normally hidden away. They can accomplish what they previously thought was out of reach. People want to be a part of something great do something they have never done before Enable your staff and create passion. Then, instead of dragging your staff out of the sandbox, your team will step out with you and accomplish things they never imagined before.
  • Marketing Out Of The Box

    1. 1. Marketing “Outside of the Box Your Presenter: Beth Bush
    2. 2. Agenda/Objectives <ul><li>Back to the Basics </li></ul><ul><li>Challenges </li></ul><ul><li>Your Competition </li></ul><ul><li>Sacred Cows </li></ul><ul><li>Good to Great </li></ul><ul><li>Marketing Strategies </li></ul>
    3. 3. Back to the Basics <ul><li>Practice effective account management </li></ul><ul><ul><li>Know who your customers are </li></ul></ul><ul><ul><li>Prioritize and customers </li></ul></ul><ul><li>Maintain existing business. </li></ul><ul><li>Win back lapsed customers. </li></ul><ul><li>Prospect for new clients that need our products and services. </li></ul>
    4. 4. What challenges are you having in your business?
    5. 5. Know Your Competition <ul><li>Who is the competition in your community? </li></ul>
    6. 6. Know Your Competition <ul><li>The real competition is with a family’s disposable income. </li></ul>
    7. 7. Sacred Cows <ul><li>What is a sacred cow? </li></ul>
    8. 8. Sacred Cow – Definition <ul><li>An outdated belief, assumption, practice, policy, system, or strategy – generally invisible – that inhibits change and prevents responsiveness to new opportunities. </li></ul><ul><li>People are the gatekeepers of change. They </li></ul><ul><li>have the power to breathe life into a new program – </li></ul><ul><li>or kill it. </li></ul>
    9. 9. Sacred Cows <ul><li>Change happens every day. </li></ul><ul><li>Compare now versus just three years ago </li></ul><ul><ul><li>How many corporate restructures? </li></ul></ul><ul><ul><li>How many different staff in your chapter? </li></ul></ul><ul><ul><li>How many new programs and/or products? </li></ul></ul><ul><ul><li>Coming up with ideas is the easy part. Getting things done </li></ul></ul><ul><ul><li>is the tough part. The place where reform </li></ul></ul><ul><ul><li>dies is in the trenches. </li></ul></ul><ul><ul><li>Mike Hammer </li></ul></ul>
    10. 10. Sacred Cows <ul><li>What does this have to do with marketing? </li></ul><ul><ul><li>If we always do what we have always done, we may miss opportunities </li></ul></ul><ul><ul><li>If we assume that a market segment is not going to do business with us, we will not get their business. </li></ul></ul>
    11. 11. Sacred Cows – 5 Steps <ul><li>Round up the sacred cows – challenge your staff’s well worn beliefs, assumptions, and practices, identifying those that have lost their usefulness. </li></ul><ul><li>Develop a change-ready environment – create an environment where your staff is receptive to innovation and new ideas. </li></ul><ul><li>Turn resistance into readiness – coach yourself and your staff to overcome resistance to change. </li></ul><ul><li>Motivate people to change - get people excited about change and motivated to act. </li></ul><ul><li>Develop personal change ready traits – cultivate the personal characteristics needed to thrive in a changing environment. </li></ul>
    12. 12. Sacred Cows <ul><li>The Paper Cow </li></ul><ul><ul><li>Red Time/Green Time </li></ul></ul><ul><li>The Meeting Cow </li></ul><ul><ul><li>Halve your meeting time and double your productivity time </li></ul></ul><ul><li>The Speed Trap </li></ul><ul><li>The Expert Cow </li></ul><ul><ul><li>Haloid, IBM, and Xerox: the copier saga </li></ul></ul><ul><ul><li>The beginner’s mind </li></ul></ul>
    13. 13. Sacred Cows <ul><li>The Cash Cow </li></ul><ul><ul><li>Break it before it’s broke - don’t rest on your laurels </li></ul></ul><ul><ul><li>Niches turn into ruts </li></ul></ul><ul><ul><li>Sears and their catalog; PepsiCo and Doritos </li></ul></ul><ul><li>The Competitive Cow </li></ul><ul><ul><li>Don’t play by the conventional rules, change them. </li></ul></ul><ul><ul><li>If all of your competitors are doing it the same way, do it the opposite way – break the rules. </li></ul></ul><ul><ul><li>If you play on a level playing field, you will always get outplayed. </li></ul></ul><ul><ul><li>Tilt the playing field in your direction. </li></ul></ul>
    14. 14. Sacred Cows <ul><li>Hallmark – no longer just in the greeting card business </li></ul><ul><li>Grocery Stores – transition to megamarkets </li></ul><ul><li>Zoos are offering corporate retreats, cocktail parties, banquets </li></ul>
    15. 15. Sacred Cows - Myths <ul><li>Successful programs must be chapter sponsored. </li></ul><ul><li>All relationships must come from training. </li></ul><ul><li>We must charge AP’s a program support fee. </li></ul><ul><li>We should not lose money to get a client. </li></ul><ul><li>Once the class is over, we have made our money. </li></ul><ul><li>We cannot do business with a competitor. </li></ul><ul><li>AP’s are just instructors. </li></ul><ul><li>Workplace seminars are only for chapters. </li></ul>
    16. 16. Sacred Cows - Scenarios <ul><li>Long time corporate client has an employee that needs a replacement card </li></ul><ul><li>Sales call to the fire chief </li></ul>
    17. 17. Good to Great <ul><li>If the department is doing a good job, and if the department is satisfied with doing a good job, it will never be great. </li></ul>
    18. 18. Brand Image <ul><li>Marketing books and resources say – make yourself a brand, build your brand, etc. </li></ul><ul><li>We simply need to utilize our brand and tell our story. </li></ul>
    19. 19. Define Yourself <ul><li>Redefine what you do. </li></ul><ul><ul><li>If you sell lampshades, think of yourself as being in the lighting business. </li></ul></ul><ul><ul><li>If you make pencils, you are in communications. </li></ul></ul><ul><ul><li>Do not describe yourself based on the product/service you sell. Define yourself by the customers’ perception of what they are buying. </li></ul></ul>
    20. 20. Change-Ready Thinking <ul><li>Don’t follow customers - lead them. </li></ul><ul><li>Don’t satisfy customers - surprise them. </li></ul><ul><li>Don’t be market driven – be a market driver. </li></ul>
    21. 21. Enable Your Team <ul><li>Vision does not have to be “corporate,” it can appeal to everyone’s hopes and aspirations. </li></ul><ul><li>Even employees in the mail room have dreams. Dreams inspire and engage. </li></ul><ul><li>Goals are not the same as dreams. </li></ul><ul><ul><li>Rational, specific, and short-term </li></ul></ul><ul><li>Dreams are goals with wings. </li></ul>
    22. 22. Change <ul><li>What can you do in your business, utilizing the resources that you currently have, to accomplish the things you want to accomplish? </li></ul>
    23. 23. Get Out of the Box <ul><li>Good companies respond quickly to change. Great companies create change. </li></ul><ul><li>Twenty people in a room do not make a team. </li></ul><ul><li>Nothing is sacred, look for the cows everywhere. </li></ul><ul><li>Cut your meetings and leave the donuts at the store. </li></ul><ul><li>Fire ‘em up and get ‘em moving. </li></ul>
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