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============================
=> IN THIS ISSUE!
============================
<> Editors' Remarks
<>Motivational Thought!
<> Win An Ad To Thousands!
<> Spotlight of the Day
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<> Advertising Links
<> Business Coach of the Day
<> Change Your Life Information
================
EDITORS' REMARKS
================
As I hole up in my cozy office with the wood stove
burning and an occasional glimpse out the window to either rain
or snow flurries, I wonder just what help I'm really giving you?
I work at finding quality material and hope that you are
actually profiting from it! If you feel that you have gleaned
some important information from Your Home Business Coach I would
be so grateful if you would let me know... I am putting two
links here so can I know if this work is worth while. One email
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Do what you must to succeed today. As long as it's honest, fulfilling, doesn't cause anyone else pain or discomfort and worthwhile!
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==========================
BUSINESS TIP
==========================
22 Ways to Grow Your Subscriber List
By Catherine Franz Copyright - 2004
1. Don't bury your subscriber form, place it on your home page
and or every page and make it VERY easy to find.
2. Add a one-liner to the byline section of your online
published articles. For example: "You can subscribe to [name]'s
free e-newsletter by visiting [URL]."
3. Give people an additional incentive to subscribe. Give them a
free ebook or ecourse that has valuable content on a topic that
will attract the exact type of ideal clients/customers for you.
4. During network events, ask them if you can sign them up for
your newsletter. Then you manually add them when you return from
the function with a double opt-in feature. Explain the opt-in
feature to them when you ask them to subscribe. This gives them
a way out if they were just being polite. Keep asking and don't
stop. Practice a simple two or three liners to explain the
frequency and purpose of your e- newsletter.
5. Contact any trade organization or associations you belong to
or membership has your target market. Ask for their member list.
Member's usually get this free, they may charge you if you
aren't.
6. After you have the organization's or association's member
list, send a direct mail letter, and offer a free subscription
and another other free offers you have that help them get
acquainted with you, the type of services you provide, and the
benefits of working with someone such as yourself. You can
educate them through free ecourses that were created from your
e-newsletter articles.
7. Recommend your client's company's newsletter in your e-
newsletter. Ask them for a reciprocal recommendation. Both of
you win with new subscribers.
8. Write reviews or provide feedback to other newsletters
(electronic or printed) you read and enjoy. Many times your
comments will get posted in a future issue, along with a link to
your site.
9. One of the top ways to attract people is by giving them
various ways to interact with you at your web site. Use
questionnaires, contests, giveaways, games, or ask for post
survey questions and post the statistical responses. Send out a
special e-mail announcement when the results of the
questionnaire, survey, contest is posted on your web site. The
Sales Lead Report,
http://www.imninc.com/macmcintosh, adds a survey with each
issue, then uses the information in his PR campaign with
phenomenal success.
10. Offer a different writing style. One that is warm,
comforting, as if you are talking to a friend on the phone.
Write conversationally with a personal tone. Add I's, me and
you.
11. Always encourage your readers to forward a copy of your
e-newsletter to friends, colleagues, and co-workers. You can
even write a "forwarding e-mail paragraph" at the beginning so
it is even easier for them to forward.
12. If you do speaking engagements or sales presentations, use
one of the first few slides or last slide to invite them to
subscribe to your e-newsletter. Don't turn off the screen so it
is displayed after you are finish speaking if possible.
13. At speaking engagements, pass around a clip board with a
manual way they can register for your e-newsletter. Start
passing the board around before you begin speaking. Place a
small different piece of paper with a short letter from you to
them explaining the topics, frequency, and objectives of the
e-newsletter as well as the opt-in option.
14. Send out a press release to the organizations you belong
regularly about what's been going on in your e-newsletter. I
began mine by sending out a short press release whenever an
article was published. When I began getting published 10 and 20
times a month that no longer seemed practical. Thus, I moved
over to one a month with a list of where the articles were
published. Add a press release section to your web site and post
them there as well -- at least the last six releases.
15. Find sites that give out awards for e-newsletters and keep
applying until you receive one. When you do, send out a special
announcement to your list as well as posting it in a few issues
of the e-newsletter and rewrite your bio paragraph at the end of
your articles.
16. Don't add people on your list without asking for permission
first. Always offer an opt-in/out options. Give them a personal
greeting if you are responding to a particular networking even
group or other particular group. Some web hosts only need one
s*p*a*m complaint before they shut your e-newsletter down. And
it isn't worth the problems caused by not respecting this.
17. KISS your subscriber form. Meaning, "keep it short and
simple." Ask for their e-mail and first name only. You can even
simplify it more by just asking for their e-mail address.
18. Set up section for past issues of your e-newsletters. I
recommend just listing their main topic or name of the article
and not by date. People don't like to read things that they
consider "old" easily. If you create pdf files for past issues,
remember that it does save space but it also doesn't allow you
to use unique meta page tags so that they show up in the search
engines.
19. Add your e-newsletter bio line to all your e-mail
signatures.
20. Send out your e-newsletter articles as content for
reprinting into other media.
21. Offer targeted subscribers a special report when they refer
your e-newsletter to three or more colleagues. Add a price to
the special report to give a perception of added value. A
special report is 3-10 pages on a very focused topic.
22. Offer your readers high-value content for them to read.
Content they can't find easily or ever somewhere else on the
Internet and they will keep coming back. This is the new wave
for 2004. Subscriptions to e-newsletters are going down because
content is too general.
Copyright 2004, Catherine Franz. All rights reserved.
About the Author:
Catherine Franz is a marketing industry veteran, a Certified
Business Coach, Certified Teleclass Leader and Trainer, speaker,
author. For daily, weekly, and monthly marketing nonfiction
writing and deliberately creating ezines:
http://www.AbundanceCenter.com. 703-671-5677
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BUSINESS COACH OF THE DAY
===========================
4C THE FUTURE
by Beverley Hamilton
Foresee the future, that’s what your customers expect,
that’s what you need to deliver.
In an ever increasing global marketplace, the degree to
which companies can deliver ongoing value to their
customers’ evolving needs, determines their continued
success. Value is a personal thing and successful
companies discover what value means to their customers
quickly, effectively and continuously. The challenge is
great and meeting that challenge requires companies to
recruit, train, develop and reward their people to
deliver current and future value. Skills, knowledge,
behaviours and thinking need to be uncovered and honed
to enable people to deliver their best for the company
and their customers.
If that is true, what implication does that have for
leadership and senior management teams? The strategies
that enable a company to gain and maintain customers are
only as effective as the people that implement them; so
recruiting, training, developing and rewarding those
people effectively, is crucial. A phrase commonly used
is the war on talent; but should it be a battle? What if
a company’s talent strategy was such that the right
people were attracted to rather than fought for?
At the frontline of any company is its salesforce. The
salesforce of the future will need to reconsider the way
it “sells”. “Tomorrow’s customers won’t just be looking
for products they’ll be looking for solutions and
services. In order to deliver them, companies will have
to know everything about their customer’s organisation
and how their products and services touch them… not only
will companies have to figure out their customer’s
current needs but they will have to work hard to
anticipate their future needs as well….it will mean
changing people’s mindsets from product centric to
customer – service-centric” (1)
Building relationships to sell products is no longer
enough. The salesperson of the 21@ needs to be a
solutions provider and business partner for their
customer. The increasing availability and usability of
technology by companies means that there is greater
transparency of price and product, so companies looking
to develop and maintain long term customer loyalty need
to transform their saleforces into customer advocates.
Traditional selling methods and their associated skills,
will be less relevant, and more emphasis on building
trust and rapport, creative thinking, needs analysis and
partnership management will deliver the value customers
expect. In a global context, these skills are even more
critical as there are added dimensions of managing
global strategies in local markets, understanding
cultural differences and dealing with location, time and
technological variations. One person may live in UK,
have their HQ in Germany and their client base in EMEA,
another may live in USA have their HQ in France and
their client base in Asia. Effectively managing people
and strategies in this context increases the need for
having the right people in the right jobs to best serve
those differently located customer bases. “Companies
will have to burst out of their traditional habits to
become true learning organisations.” (1)
To prepare customer advocates of the future and evolve
current salespeople into customer advocates, there are 4
key areas that companies should focus on
CAPABILITY, COMPATIBILITY, CONNECTIVITY AND CREATIVITY.
CAPABILITY
“Skills, knowledge and talents are distinct elements of
a person’s performance. The distinction being, that
skills and knowledge can be taught whereas talents
cannot… Talents are recurring patterns of thought,
feeling or behaviour that can be productively applied.”
(2) They are a person’s mental filters. This has
implications when recruiting and developing salespeople.
In order to identify the skills and knowledge a customer
advocate needs may mean approaching recruitment and
training in a different way. If you can’t train talents
e.g. being proactive, you need to select for it.
Assuming you have selected salespeople with talent and
potential how do you determine the training, and
development that will optimise their talents and uncover
their potential.
Firstly identify the business outcomes you need your
salespeople to achieve. Without business orientated
outcomes training and development becomes a “so what?”
activity adding no value to the individual, the company
or the customer. Secondly, create individual learning
paths to optimise current skill and knowledge strengths,
minimise weaknesses, develop potential and utilise
talent. This may mean no more “sheep dip” training
programmes. This may mean no more performance reviews
constantly telling someone they need to be more
proactive.
The insight of great managers is that “People don’t
change that much. Don’t waste time trying to put in what
was left out. Try to draw out what was left in. That is
hard enough” (2)
COMPATIBILITY
Sales managers or directors need their teams to deliver
for their company and their customers. They need their
teams to collaborate effectively. Often this is
interpreted, as we need people who are XYZ and who can
do ABC i.e. a team of like minded individuals equally
capable and equipped. Great managers say, “excellent
teams are built around individual excellence. The
manager’s role is to make sure that each individual is
positioned in the right role…to balance the strengths
and weaknesses of each individual so that they
complement each other” (2)
Having a team with diverse skills and talents adds
strength, as there are opportunities for flexibility and
adaptability. As markets change, a company’s speed of
reaction becomes paramount to maintaining competitive
advantage. This may mean creating ad hoc teams or to use
a military term “rapid reaction forces” These teams may
consist of people who don’t know each other, aren’t
located together and have no experience of the
task/market or product they are being asked to deliver.
However, through their diverse capabilities, talents,
nationality and cultural awareness, as a compatible
team, they can collaboratively determine their goal,
plan and implement a strategy to deliver successfully
much quicker and effectively than could a like minded
group, who all think and act the same. Imagine a soccer
team with 11 goalkeepers!
CONNECTIVITY
“…the reason for virtual team failure is directly
related to the difficulties of building trusting,
positive relationships across the three boundaries of
geographical distance, time zones and cultural
differences.” (3)
Where a company is a global player, the nature of its
sales teams is different. A salesperson may have to
manage a multi-site and/or multi-country customer and
become a global account manager. They need to manage a
global strategy in local markets and deal with the
differences of time, location and culture. They need to
think and communicate differently to ensure their
customer, their team, their manager and their HQ and
support areas are kept informed and aware of what they
are doing for and with their customers. Providing and
using appropriate resources to manage this connectivity
issue will often be a key factor in effectiveness. To
truly share information and learn from it to benefit the
customer e.g. develop new products, takes well developed
communication structure and processes.
“If one part of the company learns something important
about a process or market or customer, it has to be
communicate to all…Sharing knowledge avoids re-inventing
the wheel and with all players up to speed, less
explanation is required to make changes and become more
nimble in the market. That is the core of a learning
organisation” (1)
As such sales managers will take the role of conductor
and orchestrator ensuring that all the players keep in
time, play the same tune and complete on cue together to
give an unforgettable performance for their audience.
CREATIVITY
Inside the successful organisations of the future,
product developers must translate the customer’s
changing needs onto new products and services.
Tomorrow’s corporate leaders will have to discover new
ways to make sure that everyone in the organisation…
keep their eyes on one thing; the customer” (1) If they
don’t their competitors will.
If a more intimate relationship between
company/salesperson and the customer is needed, the
traditional selling methods of “selling” features and
benefits won’t work. A more consultative/partnership
approach needs to be adopted. This will involve
salespeople being industry, market and customer
specialists. Only then can innovative or creative
solutions be discovered. Maintaining the edge is crucial
to succeed Taking this one step further, means that
companies need to create processes for dealing with
change and having the will, resources and structure to
exploit it ahead of their rivals.
Delivering global value to customers has a variety of
implications for salesforces. To keep ahead of the
competition requires capable people, compatible teams,
connectivity networks and creative solutions. The task
for company leaders is to provide the structure and
resources for mangers to deliver these for their people.
1 – The Great Business Challenges of the New Millennium
– HR Chally 2002
2 – First Break All The Rules – Marcus Buckingham and
Curt Coffman
3 – Grovewell -
www.grovewell-global.com
About the Author
Beverley Hamilton, a professional coach and facilitator
and owner of One Step Further, works with senior sales
executives and international and global teams to improve
personal and team effectiveness and deliver increased
business results and customer loyalty. She has worked
with clients in the public and private sectors both in
the UK and overseas including British Airways, Lloyds
TSB, oneworld alliance and Surrey and Carmarthenshire
County Councils THE FUTURE
by Beverley Hamilton
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