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Thursday, September 6, 2007
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   Thursday, September 6, 2007

Inside Your Customer's Shoes. Comfy, or..
Inside Your Customer's Shoes. Comfy, or..
by Dave Franzwa 2005

Examining customer buying habits is as old as selling itself.
In pre-historic times, Mr. Slate could have watched Fred
Flintstone's buying habits, invested in Bronto Burgers, and made
a killing off Fred alone. All he needed to do was make them
more accessible to Fred.

We have pretty much the same scenario today, both online and
off.

Here's an example that's a little more up to date, and although
it too is fictional, it's based on something that happens every
day in the marketplace.

When you go to the store, be it a grocery, hardware, or what-
have-you store, do you ever pay any attention to where things
are located, or how they're displayed?

Probably not.

If you're like most of us, you go to the store with a list, you
find what you're looking for, and you either head to the
checkout, or you browse a little.

While you're browsing you happen to see something that you
weren't really looking for, but when you spot it you think to
yourself, "Self, I could use that," or you think, "That's a neat
idea. I'll get a couple of those, " or even, "Mmmm, pistachio
ice cream. Great idea!"

Right?

When you get to the checkout there are all sorts of items that
the store management places there to tempt you into adding just
one more item to your total: Juicy Fruit gum, juicy scandal
magazines, juicy what Oprah did last week, etc..

Along the way, no one is standing over your shoulder selling you
on features and benefits. You just see it, grab it, and pay for
it. There's no pressure to buy...

Or is there?

Unless you're extremely well disciplined, or you only take what
you're willing to part with, you've fallen for the highly
successful "silent-salesman".

There's an entire industry behind that sort of scientific
retailing.

Nowadays, they can track receipts from hour to hour, day to day,
week to week, month to month, and even project what they should
make off that item today (as opposed to what they made off of it
a year ago).

In tracking it short term, they may decide to move or copy a
display item to some other area in the store to see if any
significant changes in purchases occur.

Let's use a simple can opener as an example. The store has a
display in their kitchen utensils section, and they decide to
copy the display to the canned goods section.

(I realize they probably already have one there, but this is
just an example.)

They look at their receipts the next day and, Whammo! The
numbers have jumped!

In this example it's easy to figure out why thier numbers went
up. It's a simple matter of looking at the primary product (in
this case, canned goods), and placing yourself in your
customer's shoes, ask yourself what else they might need.

What else will they need, start to finish, to be able to enjoy
their meal?

They're obviously going to have to open that can, and if you
don't want them to have to search for an opener, provide it.

Instant add on!

There's the key! There's revenue inside your customers shoes,
but you have to wear them once in awhile in order to find it.

Let's take it one step further. Let's say you decide to place
two can-openers next to the canned goods. One with green
handles, and one with white.

Which one sells better? Why does it sell better?

The answer to "which" can be found by looking at your daily
receipts and comparing them to your previous purchase history .

Of course it will take a little more than that. If it was on a
Tuesday, you'll at least want to take a look back to the
previous Tuesday to see if any other factors were involved
causing the numbers to jump.

Did either Tuesday fall just after a holiday where folks had
Monday off? Your testing should be done during typical traffic
periods so that your numbers aren't skewed.

This will help you to determine which one is actually earning,
and which one is taking up valuable retail space and inventory
dollars. If it's not selling, either get rid of it, put it
somewhere else that it will, or make a better sign.

Elementary, my dearest Watson;-)

As to "why" it sells better, that cracks open a completely
different area of marketing that deals with the psychology of
why people buy. Though fascinating, as well as revealing, it
would take up more space than I've allotted myself here.

To bring this idea of purchasing habits and product placement
full circle, internet customers also have trackable and
predictable habits for how, where, why, and when they buy.

Product placement is on an electronic page, and positioning can
make a tremendous difference. Certain colors are proven to be
better attention-getters and mood setters than others. The day
of the week, and even the time of day can be studied and made
predictable.

There are many varieties of software available that allow you to
dissect your web site statistics. From manual coding and web
stats studying, to those that do it all for you.

With a little study you'll find that many of the buying traits
of your online customers coincide with the buying habits of
those out in the "real" world, which shouldn't surprise us too
much.

After all, they are the same people.

Now, if Mr. Slate would have put himself in Fred's shoes, he'd
have placed a Bronto Burger cart right outside the gates of the
quarry, and sold such delicacies as the Boulder Burger, or Stone
Fried Steaks with Gravel Gravy, he would have been able to
capitalize on Fred's purchasing habits.

Still! All he had to do was watch a couple episodes of the
Flintstones, and he'd have seen exactly what sort of discipline
Fred had when it came to impulse items... none!

You've got it a lot easier than Mr. Slate. You see, unlike
Fred, your customers probably *wear* shoes;-)

If you'll just remember to slip into them periodically, and do
what you can to make buying from you as easy as possible, you
won't be leaving anything in those shoes that could be going
into your register.

Now. Could you tell me what aisle the Pterodactyl sauce is on?
==================================================
The above article by Dave Franzwa, father of 3, mother to none,
is an excerpt from his upcoming release of:
The Cat-A-List ~ Eye of the Storm. Pre-release info is available at:
http://www.workathomesupertips.com/Cat_A_List/precatsu.html?ygaa
Subscribe to Wordwrangler Press at:
http://www.workathomesupertips.com/announceform.html?ygaa


Leading Without Authority
Leading Without Authority
Copyright © 2005 Regina Barr
Red Ladder, Inc
http://www.redladder.com/
As an organizational consultant, the leaders that I find that are
most in demand today are those that can motivate and engage
employees that are outside of the scope of their functional
responsibilities. The same holds true for the non-profit
organizations I work with.
What make these leaders effective? Leaders who are effective in
leading others -- particularly when they are not in a boss /
subordinate relationship -- typically exhibit the following
behaviors:
1. They are ethical in their actions. They are clear about their
values, goals, and expectations. They do what they say they will.
They are willing to admit to mistakes.
2. They are well connected. They know where to go for
information, both inside and outside of their organization, and
they are willing to share information.
3.They are good collaborators. Rather then tell people what to
do, they ask people for their ideas. They offer ideas as part of
a broader solution. They model or demonstrate the behaviors they
would like to see.
4. They use personal influence effectively. They get people to do
things for them because they want to, not because they have to.
They are not controlling, manipulative or impatient. They relate
with people on a personal level and help bring the vision alive
for them.
5. They understand how to manage conflict. They look beneath the
conflict to identify solutions. They know when and how to utilize
various approaches when resolving conflict.
6. They learn from experience. They continually examine outcomes
-- both good and bad. They place a high value on lessons learned
and quickly utilize these learnings to make adjustments as
appropriate.
7. They provide feedback. They coach people both formally and
informally and view this as a natural part of any relationship or
process.
People exhibiting these behaviors are able to create an
environment of trust and an environment where people feel
connected to their work. As organizational hierarchies continue
to flatten out and as leaders continue to have increased span of
control, success in leading others where you do not have direct
authority or power over them, will become critical.
John F. Kennedy once said, "It is time for a new generation of
leadership to cope with new problems and new opportunities. For
there is a new world to be won." Those who exhibit the behaviors
outlined above will be well positioned to handle these new
problems and opportunities. Those who master them, will be well
positioned for success. What are you waiting for?


---------------------------------------------------------------------
Regina Barr is a management consultant and speaker with a
special passion for helping women achieve leadership success.
Regina helps companies develop strategies to attract, develop
and retain women leaders. Her consulting firm, Red Ladder, Inc.,
also helps organizations and their leaders develop their full
potential through strategic project management and coaching.
For more information visit: http://www.RedLadder.com or
http://www.RedLadder.blogs.com


Media Kit: 25 Component Possibilities
Media Kit: 25 Component Possibilities

Media kits, virtual or print, include a combination of
information whether created for electronic delivery or
print. The number of components depends on the kit's focus
and intention. For instance, an author's kit would include
a different combination of information than a service
business, or a multifaceted company or speaker.
Here is a list of component elements to pull from and tips
to bring a media kit together. No single kit will need all
components. Choose the components that match your or the
receiver's needs.
1. Table of Contents (TOC). Kit receivers always
appreciate this feature, it respects their time. I
recommend this rule: five or less pages, include the TOC in
a personalized letter, using design elements such as bold,
larger font or centering to set itself off from the rest of
the letter. Six and more, use a single sheet. And place
the page before all other pages, including the letter. For
electronic delivery, use color, to help gain attention.
2. Company Information. An "About Us" page includes
contact information. It is also an accumulation of other
aspects about that company, however, in summary format.
When founded but not how founded, vision and mission, simple
list of services or product or just an overall view.
3. About Our Departments. If you have several different
departments in your company, you can include a page with a
summary of each departments responsibility.
4. About You. Similar to number 2 with the focus on a
single individual. You will want to focus the language and
information to exactly what the media needs to know. For
example, solopreneurs the particulars would be about you,
credentials, and information with a single focus. Similar
to a resume but not quite.
5. Founder Page. Do you have a company founder with an
interesting story of how they started the company? It
doesn't matter if they are deceased or retired. Honor their
tenacity and creativity with their picture.
6. Upper Management. It is important to stress any special
skills or background in the company that is an asset. Use
one page per management level or several on a single page.
Several pages are okay for this section if it supports the
media request.
7. Services. One per page or several to a page. If you
don't have enough material for a whole page, create enough.
If more than one service, add a list of the other services
at the end of the page to indicate what else is available.
8. Products. Use service tips above. You will want to
include whatever pictures need to depict the product.
9. Employee. This component is seldom included, yet it is
a significant way to demonstrate how the company's
differences. This information is about the staff as a
whole. Presentation depends on what the intention of the
media kit. Statistics, number of employees, tenure, company
events, or community projects, work well here. If the
statistics don't shine, don't include.
10. Company History. Adding a history can make or break
media attraction. If a young company you might think it's
could be a negative element, not true. Depends on what side
you are presenting in the kit. For a season company, it is
a must. What prevails or whether to include or not, is how
interesting is the story. If it is interesting or creates
curiosity, include it.
11. Awards. Include any awards or special interests of
employees. Do you have published authors in your company,
an Olympic participant, or something else? Consider
including. Sometimes a backdoor interest can bring media
coverage in. If there is only one award you can add it on
another page. To create a whole page from short
information, list past winners or describe the selection
process. Ceremonial pictures add interest.
12. Distinction Page. This page needs to show how the
company is different. Comparison charts, like those found
in most software product sales information pages, are easy
for readers to scan and comprehend. Graphs also work well.
13. Client List. List clients whether they are well-known
or not. If your client list is extremely confidential,
mention this in lieu of the list. You can expand the
information by providing some brief background information
about the client.
14. Company Affiliates. If you have a formal affiliate
program, add this information. If you use top quality
vendors, add their information as well. Connection add
flavor to being attractive.
15. Press Releases. Use releases with dates less than 90-
days.
16. Publication List. If an author, where published. If
short, expand by adding details about the publication. A
few summarized paragraphs will do. If you are or where a
columnist or write your own electronic or printed newsletter
add this information as well. Add copies only if relevant
and current.
17. Speaking List. Have you spoken at events or to groups?
List, if old, don't include when. Instead group by
categories. Include panel participations.
18. Radio/television appearances. Guest or host, doesn't
matter. Tell them where they can listen to any audio or
video clips. I don't recommend including. They are too
expensive to send and for receivers to store. You want to
set the availability information off in some sort of design
element to make sure it isn't missed. To expand an
appearance I like to suggest adding elements about how you
got on the show, what you did and didn't like, or other
details about the experience. Human interest stories always
spark interest to the media. Give enough to peak their
curiosity.
19. Personal Story. What is your personal story about
starting the business, creating a product or service? Is it
a rags to riches story? Usually people don't think they
have a good enough story to include, however, that normally
turns out to be fiction. Look for the buried treasure, dust
and polish to see the shine. Someone that can write from a
charge neutral standpoint is best for these.
20. Testimonials. You can spread testimonials throughout
the components using pull quote design effects. And also
have their own page. To expand, enlarge font size or reduce
margins.
21. Endorsements are personal acknowledgements. For media
kits, credibility stands higher. They include more detail
than testimonials. Add copies of special endorsement
letters or just mention them in other components. Only add
with the endorsers permission. Products and book authors
frequently include these. Be creative with this in your
kit.
22. Reviews. Product or book reviews are not endorsements.
Reviews give an overview charge neutral opinion. Reviews
have their own language. To learn that language, read movie
or book reviews.
23. Frequently Asked Questions (FAQs). This component is a
must in every media kit. Normally, media reads these pages
first or second. Formulate questions by asking media
personnel. Don't guess what they want.
24. Photos. For trainers, speakers, or other professional
services, color photos are too expensive to include and
aren't necessary. A small 6x9 black and white is
appropriate.
25. Community. Add volunteer projects you have worked on or
positions you have held. To expand, add additional details
about the organization.
Note: Two-side pages count as one page.
When you are ready to send out a media kit, pull together
the pieces that fit, create a personalized letter, slip in
the contact person's business card, usually the same person
signing the letter, and its ready to mail or e-mail.
A beautifully designed media kit is nice but not necessary.
Visual impact is important, yet, you can do this with a
matching color theme and quality paper. Content needs to be
the first and foremost focus. Fancy-looking media kits but
if it doesn't say anything to the receiver, it's trashed.
Value is in the information and news worthiness.


Catherine Franz, a Business Coach, specialized in writing,
marketing and product development. Newsletters and
additional articles: http://www.abundancecenter.com
blog: http://abundance.blogs.com