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CTMA Feb 2013 - presentation and workshop - web presence and building a geat team


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This is two presentations; the first is about building your businesses web presence which includes a discussion about making your website a powerful marketing tool and how to incorporate social media. The second presentation is how to build a dynamic team within your organization and how to lead them. Both of these were presented to the Canadian Tooling and Machining Association

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CTMA Feb 2013 - presentation and workshop - web presence and building a geat team

  1. 1.
  2. 2. 87% of buyers start their sales process with an internet search Source: Google
  3. 3. “It is not thestrongest of thespecies that survives,nor the mostintelligent. It is theone that is mostadaptable tochange”. Charles Darwin
  4. 4. What is an online presence?
  5. 5. The 10 most important things your websitemust have1. A clear description of who you are2. An easy to understand and remember website address3. Easy to use navigation4. Testimonials5. Calls to action6. Fresh content7. High quality images8. Social media integration9. Be mobile friendly10.Analytics
  6. 6. FacebookPrimarily friends and family. You must know theperson to gain access. Ideally suited forconsumer focused brands.LinkedinPrimarily business colleagues. You must knowthe person to gain access. Ideally suited forrecruiting and sales.TwitterPrimarily interest based. You do not need toknow the person to gain access. Ideally suitedfor educating and building credibility.
  7. 7. Our 5 Rules of Social Media for business1. Social media is a collection of communication tools. It’s what you do with those tools that matters2. Social media is about people – not technology or your products and services3. Develop a give first mentality – don’t sell – connect4. If you’re going to do it, do it on a consistent basis5. Create, find and share content that people will want to consume and spread
  8. 8. Content is KING!
  9. 9. What would happen if I Googled YOU?
  10. 10. Your Online Strategy SEOProspects Social Media WebsiteCustomers Content EmailInfluencers Directories/Ads
  11. 11. Break…..
  12. 12. Case study #1 Industry: Tool and Die Company Size: 45 EmployeesSituation-OverviewSecond generation company, looking to adjust markets, wanted to build on avision and clear goals, wanted sustainability.Steps:1. Senior managers developed a clear picture of achievable, but stretch goals.2. Every employee in the company developed own personal vision and goals.3. Tested contribution daily and reported ‘wins’ every week. Everyone waspart of the company’s success and growth.What happened:Original vision was ‘3X5’, triple the business in 5 years.Achieved the vision and goals in less than 4 years, developed new markets,attracted key contributors to the team.
  13. 13. Case study #2 Industry: Industrial Retail Company Size: 18 EmployeesSituation-OverviewFamily organization. Wanting to grow sales and service to better compete.Wanted to engage all employees in new market demands and ideageneration. Two separate retail locations.Steps:1. Brought entire team together for a series of off-site strategy meetings.2. Company formed two groups, one focused on sales, the other on service.3. Initiatives developed were executed by everyone at all levels.What happened:Employees felt recognized and empowered. Great ideas were generated andpeople ‘owned’ the stake in the outcome. Sales and service dramaticallyincreased. Two locations came together. The owners felt a significantreduction of stress.
  14. 14. Case study #3 Industry: Heavy Construction Company Size: 150 EmployeesSituation-OverviewCompany enjoyed 30 years of success, but now competing more on price from largercompetitors coming into area. Service offering was always a benefit, but largergrowth with more people creating conflict between departments and losing edgethey once had. Stress was high to maintain market share and keep up morale.Steps:1. Owner, managers and team developed clear vision together.2. Employee sessions brought people together, asked opinions, contributed.3. Small, intense focus groups kept up momentum and action.What happened:Departments came together in cooperation. Shared expectations reducedconflict and fighting for resources. Employees felt part of ownership and keptmanagement on track with accountability structures and commitments.
  15. 15. Case study #4Industry: Restaurant Supply/Service Company Size: 40 EmployeesSituation-OverviewExponential growth in market. Sales and service teams competing for resources andneeding to cooperate and come together. Service levels needed to remain industryleading to stay competitive.Steps:1. Full company came together for a series of off-site meetings.2. Explained market changes, top client demands and need for serviceexcellence. Had everyone agree on need for synergy and cooperation.3. People divided into ‘mixed’ groups to strategize actions and commitments.What happened:Team building happened naturally. Teams owned progress and successstories. People innovated in new ways. Best ideas came from the serviceteams on site.
  16. 16. 5 Steps to create the ultimateteam environment, engageyour team and get everyoneon the same page….
  17. 17. Step One:Clear expectations
  18. 18. Step Two:Fingerprints on the goals -everyone
  19. 19. Step Three:Everyone has individual plansthat align to the strategic plan(90 days)
  20. 20. Step Four:Get good at givingrecognition…at all levels
  21. 21. Step Five:Everyone is a business thinkerwith a stake in the outcome.They understand changingcustomer expectations andchanging markets.
  22. 22. Step Six……BONUSEveryone has a sense ofurgency to hit stretch goals
  23. 23. Wait…one moreHoney, are you ready for your performance appraisal?
  24. 24. Thank