At first glance, warning against taking care of one’s employees appears contradictory to what most would believe is an important function of every manager. Context is important here. Too often, managers ‘take care of their employees’ during the performance review process.
Hi there! This article is available to StrategyDriven Personal Business Advisor Remote Access and Dedicated Advisor clients and those who subscribe to one of the article's related categories.
If you're already a Remote Access or Dedicated Advisor client or a related category subscriber, please log in to read this article.
https://www.strategydriven.com/wp-content/uploads/NoToSales.jpg282425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2015-12-01 06:00:292016-09-02 19:06:45Organizational Accountability Warning Flag 4 – Taking Care of Employees
Dr. Erica Brown, author of Take Your Soul to Work, is an educator who consults for the Jewish Agency and other Jewish non-profits and currently serves as the community scholar for The Jewish Center in Manhattan. She is the author of ten books and recipient of numerous awards and accolades for her work and scholarship. Erica lectures and writes widely on subjects of Jewish interest and leadership and lives with her husband and four children in Silver Spring, Maryland.
https://www.strategydriven.com/wp-content/uploads/TakeYourSoulToWork.jpg529350StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2015-11-30 11:00:432016-01-30 20:32:32Leading from the Inside Out
It’s no secret that most companies value leadership over just about anything else. It’s an attitude reflected in our culture and on the surface, it appears to be the key to success. However, in my experience, there’s another component more important than strong leadership—an element that rarely gets the spotlight, because it’s all about not stepping into the spotlight. I’m talking about “joinership.”
A recent survey of over four thousand Ph.D. candidates found that only 11 percent of respondents expressed a desire to be a “founder,” while a massive 46 percent expressed interest in becoming a “joiner.” That’s a difference of over 4 to 1, but is it really that surprising that most people would rather join a passionate team than try to build something themselves from the ground up? Strong leaders may inspire people to join their cause, but it’s those early hires and early adopters – the fledgling community who believes in a company’s ideals – that will make or break a young business.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
About the Author
Nick Goode is the Global Commercial Director of Sage One, Sage’s cloud accounting and payroll solution for start-ups and small businesses. He is accountable for the commercial, channel, product and marketing strategy for Sage One worldwide. Nick was previously Head of Sage One for Sage UK, and prior to that, Head of Marketing for the Accountants Division at Sage.
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2015-11-25 11:00:322016-01-30 20:50:49“Joinership” is the new Leadership
The number of companies participating in trade shows increases each year. While sales objectives are most common, trade shows may also be behavior, product, distribution or marketing oriented. Booth exhibitions at trade shows are viable and cost-effective sales tools to:
Achieve new customers, in order to grow and increase profits.
Introduce new products. Most of the visitors come to see what’s new.
Target a select group of visitors.
Allow your staff to interface with the public.
Perform informal market research.
Educate the public about what your company and your industry do.
Enhance your company’s image.
Assess competition and the overall business climate.
Trade shows generate sales leads at a lower cost per contact than a typical sales call. Research shows that industrial sales calls costing $252 to reach a prospect, with 4.6 follow-up calls necessary to book an order = $1,158. At a trade show, you might spend $133 to reach a prospect, with .8 follow-up calls necessary to book an order = $334.
Exhibits can be designed to appeal to all the senses: sight, sound, touch, smell and taste. Research shows that 75% of what show visitors recall after expos is what company representatives told them.
Exhibiting in business-to-business shows requires different skills and approaches. The objective should be qualifying prospects, rather than selling. One meets more business prospects in a faster period of time at a trade show. Today’s customers are becoming increasingly complex and more difficult to identify. They are knowledgeable, sophisticated and have increased expectations about what they want. Customers are now under more pressure to act immediately.
These pointers are offered to prospective exhibitors before the show:
Determine your correct mission for participating.
Evaluate each trade show for what it contributes to your sales objective.
Determine who you want as key prospects.
Delineate other categories of visitors, and develop a strategy for maximizing your time with key prospects.
Develop action plans for accomplishing your goals and getting the right people to visit with your company at the show.
Be sure that booth personnel understand what they are responsible for…and what they are selling. Untrained staff can lose qualified prospects and leads.
Employ professional counsel to format your exhibit, thus maximizing your investment.
Keep labor costs to a minimum.
Be sure that every member of your company is aware of the exhibit. Encourage all to invite prospects and to attend themselves, even if not involved in exhibiting.
Market your presence at the show in advance via mailings, distribution of VIP tickets and inclusion of your booth in advertising. Invite your current clients to visit your booth. Most attendees go to the shows in response to invitations to visit specific exhibitors. * Notify your trade media that you will participate. Engage public relations professionals to publicize your involvement.
Work closely with the show’s management. They too are interested in the same audiences as you: attendees and the media. Invite the board of the sponsoring organization to visit your booth.
These pointers are offered in order to maximize the way in which you should exhibit the product-service:
* Graphically describe and show what you do. Don’t expect the product to show itself. Don’t expect people to know about you already. This is a fresh opportunity for you to communicate.
Keep your focus upon your products, rather than pretentious displays.
Keep the booth simple, clean and organized.
Give facts and simple explanations of your products. Since many visitors may be unfamiliar, don’t assume that they know what you do.
Ask questions and listen. Don’t concentrate on giving a sales pitch.
Good lighting, decoration and booth dress are always relevant to the product.
Show a maximum number of products.
A good demonstration convinces visitors that your product is all you claim it is.
Show what the product can do for them and what it has done for others.
Give samples, if possible.
Encourage audience participation.
Distribute professionally-produced, factual literature, or don’t give out any literature.
Use video as interactive demonstration elements, augmented by signage.
Collect business cards, as the basis for follow-up activities.
Make appointments to have in-depth presentations to serious prospects.
Trade show selling requires high energy levels. Booth people must be pro-active, greet all prospects and learn how to qualify.
Approach large numbers of people within short periods of time, determining how to best process each contact.
Research shows that trade show booths that have dishes of candy tend to draw twice the number of visitors than those without candy.
The value of premium giveaways lies in lasting impressions, increased name identification and paves the way for faster follow-ups with prospects.
These observations and recommendations are made for booth exhibit personnel:
Booth personnel must be equipped to give precise, detailed information on your product.
Train booth attendants for show duty. If possible, stage a dress rehearsal. Follow procedures for literature distribution, trash cleanup, conversation and public demeanor.
Work out approach statements in advance. Have talking points in writing. Follow a step-by-step process.
Staff with a technical representative, as well as a greeter. You can never have enough well-trained people at the show.
Avoid the high-pressure approach.
Do not smoke, drink or eat in the booth.
Booth personnel should look and act the part. Stand up straight. Keep your hands out of your pockets. Use approachable body language. Do not sit down unless you are with a client.
Dress conservatively.
Keep small talk with other booth personnel to a minimum.
Arrange and follow duty schedules. Keep staff alert and on their toes.
Make booth visitors feel welcome at all times.
Lead collection and follow-ups must be treated seriously. After the show is over, don’t forget to follow through on details, promises and intentions:
Send follow-up letters to each visitor who left a business card.
Send out requested additional materials within one week after the show.
Set a lead follow-up program, since early response is vital. Follow up on sales leads for at least two years after the show.
Evaluate your results.
Your company’s commitment to participate in trade shows represents a big step. You should always want to improve the exhibit each time, thus insuring a return on the investment. The process of strategizing your exhibit relates directly to your company’s promotional and business development philosophy. This process inevitably makes every company’s marketing position much stronger.
About the Author
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.
Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.
https://www.strategydriven.com/wp-content/uploads/HankMoore2.jpg333290StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2015-11-20 06:00:392015-12-19 19:08:29The Big Picture of Business – How to Maximize Trade Show Exposure
When you own and operate a business you need to have certain procedures for an efficient and seamless function. Sometimes the difficulty of managing your time makes for a haphazard operation. An inefficient operation results in unproductive activities which often miss the point and worse yet, result in wasted time and wasted resources.
One of the ways in which you can optimize your business activities would be the focus and attention to detail that a checklist can stimulate. Here is my own business success checklist that will help you optimize your activities for a more efficient and purpose oriented endeavor. Success is inevitable.
Clearly defined purpose.
Having a clearly defined purpose will focus your activities to a customer-oriented perspective. When a business loses sight of the customer and what they really need they often run into difficulties. Your clearly defined purpose can also center the attention and be a source of inspiration for your employees.
Provide leadership.
A leader’s purpose and job is to give direction and purpose and motivate his people. Leaders must also provide support for the emotional needs of their employees while they are at work and even sometimes when they bring personal concerns to the working place. The business absolutely needs energetic and emotionally mature leaders for it to prosper.
Focus on excellence.
When a company is content with being merely mediocre it may survive but it will never do extremely well. The company must have an emphasis on high standards, a desire to create and give value to customers, accountability to the employers and to your customers, and the drive to learn. If these are incorporated into the culture of your company a culture of excellence in all things will soon be prevalent.
Plan for the future.
When your business has contingency plans for future scenarios you will seldom be caught by surprise. You never know when the next big recession will hit. Most successful businesses have planned responses to most scenarios because they took the time to think “What If”. It is important to identify swings and trends so that innovation can remain a strength of your business.
Instill discipline.
This is often an unpopular issue but this is a critical matter. The sharp focus and direction on your objectives and goals can only be maintained with constant monitoring of your procedures and processes. Whether your focus is on customer service, profits, investing, marketing, or company growth a constant awareness of your current position in relation to where you want to be is essential.
Business Success Checklist
1. The business you’re in
Study and refine your own core business characteristics.
Understand “The Business You’re In” and how it fits into the core business.
Design and re-engineering of products-services.
Development of technical abilities, specialties and expertise.
Utilization of industry consultants or technical specialists.
Development of core business supplier relationships.
Make investments toward quality controls.
2. Running the business
Objective analysis of how the organization has operated to date.
Formalize the organizational structure.
Document practices, procedures, operations and structure in writing.
Communicate policies and procedures to employees.
Physical plant is regularly studied, updated and modified.
Distribution standards are documented, practiced and measured.
Time management and “just in time” concepts are applied.
Plans are in writing to address inventories and reducing surplus.
Legal compliance and precautions plan is annually updated, with measurable goals.
Outsourcing, privatizing and collaborating plan is annually updated, with realistic, measurable goals.
Purchasing plan (with processes and vendor lists) is in writing.
Repair and maintenance contracts are routinely maintained.
Purchase and lease of equipment plan is annually updated, with measurable goals.
Continuous quality improvement plan is annually updated, with measurable goals.
3. Financial
Cost containment is one (but not the only) factor of company operations.
Each product-service is budgeted.
Long-term investments plan is annually updated, with realistic, measurable goals.
Assets are adequately valued and managed.
Cash flow, forecasting and budgeting are consistently monitored.
Written, consistent policies with payables and receivables are followed.
Strategic Plan includes provisions for refinancing, equity and debt financing.
Accounting firm utilization plan is annually updated, with realistic, measurable goals.
Banking and investing plan is annually updated, with realistic, measurable goals.
Payables plan is annually updated, with realistic, measurable goals.
Receivables plan is annually updated, with realistic, measurable goals.
Finance charges are negotiated.
Insurance plan is annually updated, with realistic, measurable goals.
Benefits plan is annually updated, with realistic, measurable goals.
4. People
Corporate culture reflects a formal Visioning Program.
Employees know their jobs, are empowered to make decisions and have high morale in carrying the company banner forward.
Top management has as a priority the need to develop and practice People development, skills and team building responsibilities.
Human Resources program is active, professional and responsive to the organization.
Incentives-rewards-bonus plan is annually updated, with realistic, measurable goals.
Personnel Policies and Procedures are written, and distributed to all employees.
Each employee has his-her own Position Results Oriented Description plan.
Training plan is annually updated, with realistic, measurable goals.
Professional development plan is annually updated, with realistic, measurable goals.
5. Business development
All members of top management have Business Development responsibilities.
Company has and regularly fine-tunes a communications strategy.
Sales plan is annually updated, with realistic, measurable goals.
Marketing plan is annually updated, with realistic, measurable goals.
Advertising plan is annually updated, with realistic, measurable goals.
Public relations plan is annually updated, with realistic, measurable goals.
Research plan is annually updated, with realistic, measurable goals.
Marketplace development plan is annually updated, with realistic, measurable goals.
Creative collaborator-vendor plan is annually updated, with realistic, measurable goals.
6. Body of Knowledge
Consultant plan is annually updated, with realistic, measurable goals.
Performance reviews are conducted annually updated, with realistic, measurable goals.
Company learns how to benefit from changes.
Organization predicts and stays ahead of trends.
The company leads the industry.
Everything that goes on outside our company affects our business.
Willingness to invest in research.
Commitment toward collaboration and working with other companies.
Maintains active government and regulator relations program.
Maintains active community relations program.
7. The Big Picture
Shared Vision is crafted, articulated and followed.
Ongoing emphasis upon updating, fine-tuning and improving the corporate culture.
CEO accepts and ideas and philosophies with employees and stakeholders.
Creative business practices are most welcome here.
Strategic planning is viewed as vital to business survival and future success.
Outside-the-box thinking does indeed apply to us and will be sought.
The organization maintains and lives by an ethics statement.
The organization subscribes to continuous quality improvement ideologies-processes.
Maintains active crisis preparedness and prevention program.
About the Author
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.
Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.
https://www.strategydriven.com/wp-content/uploads/HankMoore2.jpg333290StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2015-11-06 06:00:462016-05-13 20:11:33The Big Picture of Business – Business Success Checklist
A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | 
At first glance, warning against taking care of one’s employees appears contradictory to what most would believe is an important function of every manager. Context is important here. Too often, managers ‘take care of their employees’ during the performance review process.
Dr. Erica Brown, author of 
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Business Programs