Roy's Blog: May 2012

May 24, 2012

3 simple things you need to know about trauma marketing

Riots. Horrific Accidents. Shootings. Natural Disasters. All of these events can have a damaging impact on a person. And in most cases, experts are brought in to counsel the “victims” and others that are touched in some dramatic way.

Trauma Counselling operates on the simple premise that each person’s reaction to a cataclysmic event will be different.

And to effectively treat that person you need to first, understand their reality and second, design a remedy that reflects their specific needs.

If personalized treatment is a natural thing in trauma cases, why do organizations have difficulty doing the same thing for their customers as business as usual?

Why do they continue to push a single product solution to each of their customers?

Why do they create vanilla services they then try to market to everyone?

Why do they behave as if individual needs, wants and desires don’t exist and that everyone is the same?

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Lets take a page from trauma management and apply what they do to everyday business.

Trauma Marketing principles:

1. Each “he” and “she” in your target market is unique in some way. Attitudes. Biases. Beliefs. Lifestyles. Discover their uniqueness. Define it precisely for each and every one of them

2. Build the “remedy” that fits her profile precisely. ONLY for her and no one else. Built for her. To reflect her character mold.

3. Treat her with care and sensitivity. Ask for feedback on your remedy. Adjust it to better fit her requirements.

Pretend you are entering a disaster scene and have to treat distraught people who may be scarred for life..

Look for their special needs and cater to them accordingly.

People are all different; personalize the solution and treat with care.

Interesting that we can look to other professions to see how they deal with humans and get insights into how our customers should be treated.

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

  • Posted 5.24.12 at 10:00 am by Roy Osing
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May 21, 2012

5 proven ways to effectively mismanage your time

If you really want to be ineffective, and a time waster here are 5 things you can do.

1. Put a to do list together of at least 10 things to be done. This will show your intent to do a lot of things but will guarantee that you will make little progress in any of them despite the huge amount of time you spend on them. Brainstorming and then multitasking is a great way to look really busy and waste time.

2. Kiss up to your boss. Focus on what THEY want. Ignore the priorities of the organization and just look to your boss for a sense of what you should be doing. Devote your day to asking what you can do for them. Ignore your strategic plan.

3. Write activity reports on what you’ve been up to. Include every move note detail — meetings, who were there, conferences attended and so on. Share your reports with everyone you can think of. Make sure people know that you are a busy bee.

Time mismanagement

4. Send emails when you have something to say — and make every message sound complicated because it communicates how important you are. Never have face-to-face meetings with people. They can be upsetting sometimes and could force you to answer questions you’d rather avoid.

5. Stay late at the office and make sure everyone knows you’re doing it. The more time you put in, the more activities you are engaged in. Therefore you get the most out of the time available. And be sure to include your hours in your activity reports along with a complicated sounding reason you decided to put in the extra time.

It’s not easy mismanaging your time, but if you follow these 5 actions you’d be surprised about how little you will accomplish.

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

  • Posted 5.21.12 at 10:22 am by Roy Osing
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May 19, 2012

Why are most men jubilant when they fight to zero?

It occurred to me a while back that one of mans’ lifelong preoccupations must be studied. Must be explained. Must be understood (by men). Must be documented so that men can learn more about this truism and enjoy happier lives.

I’m talking about men’s infatuation with POINTS. And spending literally our entire lives trying to accumulate as many of them from the special she in our lives.

You all know the scoop. We spend a copious amount of time doing things, behaving a certain way and talking up a “caring storm” with the hope that she will and reward us with POINTS. The point acquisition process is often a long one filled with trial and error until we finally land on something that she likes us for. And is willing to give us the gift of POINTS.

The flip side of this whole thing is something that most men learn the hard way.

Points can be lost in a nano-second by saying the inappropriate thing. By looking incorrectly. Or by a behavior that is slightly off her expectations. It’s not fair really. It probably took us a month to get the points and we lost them in less than a second!

In addition, she is likely to invoke the “POINTS Multiplier Clause” which gives her absolute power to hit you with a POINT loss significantly greater than you expected. The 100 POINTS you toiled over a month for has turned into a 10,000 POINT loss in one revolution of the second hand of your watch.

Because of a minor indiscretion. A wrong word. A mistaken glance.

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And now you are in the negative category (again), facing the double challenge of creating a new POINT Attribution Strategy and at the same time a plan to avoid any significant POINT losses along the way.

So with this as background, I ask you (both He and She Readers) two questions that need to be answered so I can try to build a POINTS guide for men. A guide men can use to navigate successfully throughout the POINTS sea.

To be more effective at obtaining POINTS and avoid losing too many of them so they can at least get close to ZERO on the POINTS balance sheet.

Question #1 - What are the things we men do to GET POINTS?

Question #2 - What do we do to LOSE POINTS?

I suspect the list in response to #1 will be considerably shorter than the #2 list. Nevertheless we must keep it real and build a guide that will go down in the history books as a significant contribution to improving the lives of men.

So come on. Have some fun. Give it to me. I will honor your input and promise to publish my findings.

For you She’s out there, this is your chance to change him! To get him to be the way you want him to be. Well worth your time to give me your input.

By the way I took one for the He team in coming up with the POINTS notion.

My She thinks it’s a dumb idea. I lost 50,000 POINTS!

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

  • Posted 5.19.12 at 10:37 am by Roy Osing
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May 16, 2012

When you speak can people hear your wonderful customer?

If you are like most organizations, you have your own language.

Whether you are in the communications business, the law profession, or medicine, over time people develop a vocabulary specific to you; it is understood by all.

The problem is that your unique language is reflective of looking inward to your products, technology, systems, and operating procedures rather than outward to your customers.

If you don’t “customerize” your language you can hardly say that you are addicted to serving customers in every way possible.
The words and music don’t match.

In addition behavior can’t change to be outwardly directed to the customer if the internally focused language implies the opposite.

When you speak

A few examples.

1. Calls processed. Most organizations have call center operations which typically handle sales and service responsibilities. The productivity objective of most call centers is to process as many calls with as few resources as possible. Other metrics include call speed of answer and average call handling time.

The common denominator of this operation is the word “call”. You process calls. You answer incoming calls as fast as you can. You try and minimize the length of each call to maximize productivity.

The problem is that the customer is missing in action. If the call is the focus with implied productivity measures, it is hardly a wonder that taking care of the customer on the call gets lost as a priority.

Employees are more interested in call productivity — because they are rated on it — than creating memorable experiences for customers..

The solution is to eliminate the call processing mentality and start talking about serving customers.

Start talking about the number of customers served; customer wait time and customer serving time.

2. Customer commitment. At least the customer is in this expression, but it lacks the personal dimension that is so important in serving customers well.

I like the word “promise”. Companies make commitments; people make promises. There is much more serving power in customer promises than customer commitments.

The productivity metrics become much more meaningful and visceral under the promises notion. What % of customer promises did you keep? How many promises did you break? Who in the organization is the best at keeping customer promises?

WOW! Much more powerful and easy for employees to relate to than the company commitment paradigm.

To change your language to reflect a customer focus, follow this action plan.

1. Develop a dictionary of your current language.

2. Identify the word/expressions that you understand but which lack the punch of passionately serving customers.

3. Create customer words to replace the internal jargon focused ones.

4. Change internal success metrics to reflect your customerized language. For example measure promises kept rather than commitments met.

5. Communicate to employees why you are changing your language; emphasize that serving customers is a critical element of your future.

You can’t have it both ways: saying that customers are your most precious asset yet through your language highlighting the internal fabric of your organization.

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

  • Posted 5.16.12 at 09:13 am by Roy Osing
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