Laura’s Winning Ideas

Today is World-wide Nutella Day. While you are out for lunch, stop and buy a jar  for each of your team members. Be sure to bring back spoons if you don’t have them at the office.
A fat scoop of Nutella on a spoon, and the few moments it takes to eat it are a heavenly break. You can trust me on this one.

Chocolate and Hazelnuts. Lower fat than peanut butter, and all chocolate. A jar can be kept at your desk forever (which at my place is about two weeks +/-) And did I mention it’s chocolate?

I look at “thrill your client” from a different perspective. If you try hard to please a client with unrealistic expectations, you can’t thrill them. You can only disappoint and upset, because they were expecting the impossible. The only way to “thrill your client” is to set the stage before work begins, with realistic expectations all around, and THEN go the extra mile.

A few weeks ago I responded to questions about whether we handled an interview properly.

IMHO we did, and thankfully did not get the contract. The client had very unrealistic expectations. He wanted us to write a loser proposal with his start-up firm. I balked.

The proposal would be expensive for us because they don’t have any support staff at all. The process would be grueling because they have a tight deadline. And they’ve never done a proposal before, so it would be a training exercise under pressure, and it would be tricky to manage all the moving parts. They had very little knowledge of the agency, had never worked with them, and not even met with any representative of the agency. Finally, the client could not convince us that they had a compelling offering for the agency. In other words, they had nothing to go on, and just heard that we have a great hit rate, so he wanted us to help.

The shortsighted goal is to get work. The long term goal is to partner with firms so we are the go-to consultant for proposals. In order to accomplish the long term goal, we must have enthusiastic clients, who are thrilled by our performance and have confidence in us.

How do you “thrill” clients?

1. First, you set the expectations with a frank discussion (and back it up in writing) about what their chance of success is, what will be required in order to proceed: how much time from the Subject Matter Experts (SMEs), how much it will cost. Then repeat again your estimate of their chance of success.
2. Second, you do a great job.

You cannot “thrill” the client if you skip Step 1. Their expectations are not meshed with the actual capabilities of the team. Their expectations aren’t specific, so they tend to slide around during the project.

Begin with a Go/NoGo worksheet to estimate their chance of success, and then go from there.

“Laura,

Are you familiar with 360 evaluations? We are wondering whether we should consider a service that will survey members of our firm to understand their priorities and impressions of our department.

Times are tight, and we may be perceived as “expendable overhead” and want to be sure we are doing what we should to avoid being seen as expendable.”

Humm. I may be too late.

When dealing with technical professionals, I find they have difficulty reading the marketplace and understanding how best to connect with their customers who are not so technically oriented. Not all, but many. That’s why they hire marketing professionals!

Therefore, soliciting suggestions from them about what the Marketing department should be doing is like asking a visually impaired individual (or my husband) to critique the dresses worn to the Oscars.

However, Marketing Professionals must prove their value to the firm or be labeled as expendable “Overhead.”

We must focus on “why” we do everything, and design measures to prove that what we are doing is having the intended effect.

Too often I hear marketing folks make the same mistake their Subject Matter Experts make: “Isn’t it obvious that I’m doing the right things?” No, it isn’t.

Design Metrics and Measure

For example, at one firm, I changed a sacred company tradition, Holiday Greeting Cards. The practice had been to address all the Holiday cards, and then put them in the conference room for folks to riffle through during business hours, taking out the ones for folks they knew, signing those cards, then putting them back in the envelope and filing for the next person to riffle, sign, file. This was time consuming and resulted in cards worn out from so much handling, with a variety of signatures (some legible, some not) inside.

I wanted to change this.

Instead, I spent more money buying custom-made pop-up holiday cards which we designed in spring and had manufactured, assembled and sent back by late October. Each year the design changed.

One year, the popup was an engineer’s drawing table with a plot, an articulated lamp reaching over the desktop, and engineering tools laid on the blueprint. The card from which the pop-up sprang was an office floor. We had slits cut in the “floor” to hold 2″x 3″ mini-blueprints of each of our major areas: Wastewater, Transportation, Land Planning and Surveys. The small blueprints were printed at 45%, so they were muted.

Then, we sent each person a stack of small blueprints of their specialty, with a list of clients. Each person signed their name to the stack of mini-blueprints and highlighted everyone on their list to whom they wanted to send greetings. If they wanted to write a personal note to a person, they put a post-it(tm) note on the piece, with that person’s name, and wrote on the front and back of the mini-blueprint.

We compiled the lists, and a staff person would sit with the stacks of signed mini-blueprints, stuffing each card with the mini-blueprints, held by the slots in the “office floor.”

I documented the results:

Cost: We saved quite a bit of money by not having senior staff use billable office hours to sign cards. Instead we spent our money on seriously cool cards, and had junior staff stuffing envelopes instead of senior engineers. (I timed one of our senior people the first year I witnessed this debacle, and then sat at their desk while they repeated the exercise with the following year x number of staff signing Holiday cards. This ain’t calculus.)

Goals: Good Will for our company, and a lasting positive impression.

Results: Much nicer cards which arrived in pristine condition, instead of mussed up ordinary cards. (I included an example of each in the first report) For a lower overall cost.

Proof:
1) Copies of Thank you notes, from clients, for our holiday greetings.
2) Our cards were pinned up instead of thrown out. One customer wrote to say that they still had our card from the previous year pinned up on their board when the new one arrived the following year.

Metrics and Measurement

I rant to my trainees that they need to spend as much thought on how to measure results as on how to get attention in the marketplace. Then, they need to regularly report these results. Otherwise, they ARE overhead, and expendable at any shift in the winds. Marketing folks who don’t know how to market internally don’t understand a critical part of making their work a career instead of a job.

I rant about tracking Hit Rate and this is why. You must translate your work and your progress into tangible results, and do it routinely. As a Marketing Director, I tracked value derived from each of our activities:

• what is the value of the publications we subscribe to?
• What specifically is the value of the organizations to which we belong?
• Why are we doing this?
• Does it make a difference, and if so what is that difference?

Back in the dark ages, all federal procurements were published in a newsprint mailing from the Federal Register. In my firm, they had over 200 subscriptions to this daily newspaper. However, by the time RFPs are  published in the Federal Register, the winners have already captured all the information they need to win, and started collecting materials for their proposal. It was folly to use this publication as a starting point to identify work opportunities.

I recommended canceling these expensive subscriptions. The decision was met with howls by the subscribers, but the VP who cancelled the subscriptions understood both the reasons why and especially appreciated the savings.

It sent engineers running to marketing meetings to figure out how to infiltrate agencies for whom they would like to and should work. Instead of spending time writing loser proposals, they were figuring out who to meet and what to ask so they could find emerging opportunities. And the hit rate started to rise.

IMHO, the best 360 evaluation is to examine everything you do and figure out whether it is making enough difference to offset the cost. If your day is filled with unquestioned tasks for which you have no measure of value, pick one, and start measuring!

An ancestor of mine, Matteo Ricci, is back in the news this week. A map commissioned by the Chinese royal house is on display in Washington DC at the Library of Congress. You can read the BBC article and see a picture here.

Matteo Ricci was the first missionary from the West who was welcome and became revered by the Chinese leadership. He arrived in 1583 with new knowledge from the West, but was open to discovering the sciences and inventiveness of the Chinese educated class. Contrary to the BBC article, he was not the first missionary sent to China, but the first who was allowed to stay.

His first work in China was a small book, On Friendship, which just became available in the US in english. The Chinese Prince who had commissioned the book was pleased, and the small book became very popular in China.

I’m going to try to get to Washington D.C. to see this before it leaves for Minnesota where it will have a permanent home with its new owner. It’s one thing to try to keep up with the Joneses, but just try to avoid being a slacker with ancestors like these!