tag:blogger.com,1999:blog-6785144607238023112024-03-12T21:13:39.798-05:00Writing That Means BusinessTips and techniques for successful business writing.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.comBlogger28125tag:blogger.com,1999:blog-678514460723802311.post-21490765824036555602013-03-26T10:56:00.002-05:002013-03-26T11:01:31.675-05:00Overview of B2B marketing in the USAContent Marketing Institute and MarketingProfs are reporting findings from their survey of B2B marketing in 2012. Here are some highlights:
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<ol>
<li>B2B marketers are spending 33% of their budget on content marketing, up from 26%, and over half plan to increase it again.</li>
<li>87% use social media to distribute content, up from 74%</li>
<li>Top social media outlet was LinkedIn - displacing Twitter from last year</li>
<li>Top 5 tactics for content distribution: Social Media, Articles on website, eNewsletters, Blogs and Case Studies</li>
<li>Top 3 challenges: Producing enough content, producing engaging content, producing a variety of content.</li>
</ol>
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The entire presentation is on <a href="http://slidesha.re/16flds3%C2%A0" target="_blank">SlideShare</a>. Definitely worth a look.<br />
<br />Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-31328349122780846832012-04-07T08:55:00.000-05:002012-08-15T12:53:47.463-05:00Here's a great post from CopyBlogger<a href="http://www.copyblogger.com/grammar-goofs/" target="_blank"><img src="http://www.michaelkelberer.com/blog/images/grammar-goofs-thumb.gif" alt="15 Grammar Goofs That Make You Look Silly" title="15 Grammar Goofs That Make You Look Silly - Infographic" /></a><br /><small>Like this infographic? Get more <a href="http://www.copyblogger.com/copywriting-101/">copywriting</a> tips from <a href="http://www.copyblogger.com/">Copyblogger</a>.</small>Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-68597770796266866472011-05-02T08:01:00.002-05:002011-05-02T08:24:51.017-05:00Beyond Solution Selling: Creating Value For the ProspectBob Apollo over at <a href="http://www.inflexion-point.com/Blog/bid/60954/When-You-re-Selling-are-you-Collecting-Collating-or-Creating">Inflection Point</a> posted a terrific blog entry last week in which he cites a Forrester Research finding that only 1 in 8 B2B sales meetings create any useful value for the prospect.<div><br />That's less than 15% of the time. Ouch.</div><div><br /><b>Creating Value Creates Business</b><br />So what are these sales meetings about then? Collecting information (no value to prospect) or Collating information (possibly some value for the prospect). Apollo goes on to recommend training sales people to be Value Creators:</div><div><br />"If your sales people are to generate real value for their prospects, if they are to be creators, rather than merely collectors or collators, they need to help shape their prospect’s vision of a more productive future. They need to challenge, and to constructively provoke their prospects. They need to develop distinctive points of view that set them apart from all the other sales people calling upon the prospect....present insights and information in a way that encourages the prospect to challenge their status quo and acknowledge the need for change."</div><div><br /><b>The Need for Change</b><br />Note the emphasis on bringing a prospect to the need for change. Other research has shown that "do nothing" is often a B2B company's main competition. If a prospect is to be moved to spend time and money on a new solution, especially in this economy, simply presenting a case is usually not enough. Hence the second emphasis: provocation.</div><div><br /><b>The Need for Courage</b><br />And the provocation approach takes guts on the part of the sales force because it's as easy to turn off a prospect with this approach as it is to move them to action. It takes guts on the organization's part too, because if they back up their provocative salespeople, they are acknowledging that they might be turning away business. And that's bad, right?</div><div><br /><b>The Reward:The Best Customers</b><br />No, it's not bad, and here's why: If you're being provocative in ways that resonate with your brand and true competitive advantage, then the prospects who will truly benefit from your product or service will be naturally attracted to your provocations. Result, better customers. Ones who are easier to work with, who will value what you do and what you provide, who will become advocates for your product/service once the project is over, and who will become repeat business over time.</div><div><br /></div><div><br /></div>Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-41072963632182150492009-08-17T07:41:00.001-05:002009-11-16T10:13:21.521-06:00Guest post: When Your Marketing Says “Green”, What Do They Hear?Good advice in a marketing world increasingly greenwashed: Don't just say "Green" - Say what you mean.<br /><br /><a href="http://www.myrepurposedlife.com/marketing/when-your-marketing-says-%e2%80%9cgreen%e2%80%9d-what-do-they-hear/+">When Your Marketing Says “Green”, What Do They Hear?</a>Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-50271250260847386562009-05-15T07:41:00.001-05:002009-05-15T07:42:43.173-05:007 Habits of Highly Successful ProposalsHi - New article includes previous posts (4 habits) and three new ones!<br />See "Article" section at right for a link. Enjoy.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-7604036710755219932009-02-16T11:14:00.009-06:002009-02-16T11:27:00.417-06:00Keys to effective business proposals: #4<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCDsbNfd0c7nZ0vs4o0_m5lC7tEIpjZByt4-uN5tIaxZlY_7Yy4yj2qsNVkZ0_kLsXgyjw3Li73Aa_-NTMG6lkMd1LsNgQhU1oEnBg2wsvds9Zi7Am8Uryb3L2MT27ec_hXLUBTTrmO65v/s1600-h/kid+with+question+sheet.jpg"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 200px; height: 135px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCDsbNfd0c7nZ0vs4o0_m5lC7tEIpjZByt4-uN5tIaxZlY_7Yy4yj2qsNVkZ0_kLsXgyjw3Li73Aa_-NTMG6lkMd1LsNgQhU1oEnBg2wsvds9Zi7Am8Uryb3L2MT27ec_hXLUBTTrmO65v/s200/kid+with+question+sheet.jpg" alt="" id="BLOGGER_PHOTO_ID_5303447479199093506" border="0" /></a><br /><span style="color: rgb(153, 102, 51);font-size:130%;" ><span style="font-weight: bold;">Answer the questions that were asked </span></span><br /><br />This habit is absolutely crucial when responding to a formal RFP, but is good advice for unsolicited proposals that are the result of a sales person’s conversation with the prospect as well. When responding to an RFP in particular, though, be sure that your proposal:<br /><ol><li>Responds directly to <span style="font-style: italic;">every</span> <span style="font-style: italic;">question</span> being asked, and <span style="font-style: italic;">every concern</span> being raised; and</li><li>Is formatted <span style="font-style: italic;">exactly</span> as requested.</li></ol>Failure to comply with these two rules is probably the number two reason why proposals get rejected early in the evaluation process.<br /><br />So: even if you think your prospect is asking the wrong questions, and even if the RFP response format makes a hash of your attempt to put together a response that builds a case, start by putting together a proposal that conforms to the RFP exactly. Better yet, include a table (called a “compliance matrix”) that lists every requested item and where you’ve responded to it. Comply and make the reviewer's job easy.<br /><br />Then get creative.<br /><br /><span style="font-weight: bold;">If their entire premise is mistaken</span>, submit an alternate response that responds to the “right” questions, and show how this alternative provides even more benefit to the prospect’s company while still addressing their stated problems and concerns. Naturally, be polite and courteous.<br /><br /><span style="font-weight: bold;">If their required format</span> doesn’t allow you to logically present your abilities, then build your business case in the executive summary and/or cover letter instead of the main body. In the response itself, add transition paragraphs that tie things together in the way you want them tied together.<br /><br /><span style="font-style: italic; color: rgb(153, 102, 51);">Winning proposals are prospect-centric, and show this by doing things the prospect’s way. At least at first.</span>Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com1tag:blogger.com,1999:blog-678514460723802311.post-20546862296787415602009-02-09T12:51:00.003-06:002009-02-16T11:27:00.418-06:00Keys to effective business proposals: #3<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi9uhAW6He4ijS3D57BSqyFEdhPfNSWtwQVJfO5nT5P3dSwmneta3NR2X4LUdBWDTw7Ps_3WSEdNwaM-1lQmlhP2G_ntappVJzgZuLIhXTz6cQO5W-ABllMdbInPFOJ0A5WsEFLxsqu3ZQO/s1600-h/customized_pez_dispensers.jpg"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 200px; height: 84px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi9uhAW6He4ijS3D57BSqyFEdhPfNSWtwQVJfO5nT5P3dSwmneta3NR2X4LUdBWDTw7Ps_3WSEdNwaM-1lQmlhP2G_ntappVJzgZuLIhXTz6cQO5W-ABllMdbInPFOJ0A5WsEFLxsqu3ZQO/s200/customized_pez_dispensers.jpg" alt="" id="BLOGGER_PHOTO_ID_5300877992494595458" border="0" /></a><br /><span style="color: rgb(153, 102, 51);font-size:130%;" ><span style="font-weight: bold;">Offer a customized solution </span></span><br /><br />No matter how off-the-shelf your product or service may be, write every paragraph of the proposal as if your product or service was developed specifically for the prospect’s current problem/opportunity.<br /><br />Practicing this habit means resisting the tendency to (a) realize that your standard offering will meet the client’s needs and then some, and then (b) going down your product brochure describing every terrific feature of your product or service in turn. Your prospect will realize that you are throwing the kitchen sink (however stunning) at them, and return the favor by throwing your proposal into the same stack as the ones that break Key #1 (Show you are listening).<br /><br />To customize your solution, develop the habit of starting with the prospect’s detailed list of requirements. Then, as you go down their list, describe which feature of your product or service meets that requirement or solves that problem (and how). When you get to the end of their list, stop. End of story.<br /><br />What about all the wonderful features of your product or service that were left over? You can include them as well, but before you do, I recommend that you:<br /><ol><li>Be sure that they address an unstated but reasonably- inferable prospect concern or problem (“Note: If you are experiencing ….., then our system….”) as opposed to a “nice to have”;</li><li>Are clear in presenting them as an added but valuable benefit of selecting your solution, not a substitute for some requirement you couldn’t meet; and</li><li>Describe them in a section visually separate from the main body of proposal text, like a sidebar or text box.</li></ol>No matter what your product or services looks like from your side of the fence, describe it the way you want your prospect to see it. And what they want is the “baby bear” solution – not too much, not too little. Just right.<br /><br /><span style="font-style: italic; color: rgb(153, 102, 51);">Winning proposals are prospect-centric, and show this by offering customized solutions to prospect problems.</span>Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-18711434904069660702009-02-04T08:59:00.007-06:002009-02-05T16:01:29.075-06:00Keys to effective business proposals: #2<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPZJbmQAnPJveY3VE8Ck4asgfSjtltyp7-2nTdszl5pFoZVZzSDudNltk59oGEJTCVvaM2iFT5dNu8vC3v2Z7D2anSuroukNfqJH1Rm4zE6plblie2MxXqhwqUBgN3VsYpcteF3yflkJBQ/s1600-h/view+from+mountain.JPG"><img style="float:right; margin:0 0 10px 10px;cursor:pointer; cursor:hand;width: 200px; height: 150px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPZJbmQAnPJveY3VE8Ck4asgfSjtltyp7-2nTdszl5pFoZVZzSDudNltk59oGEJTCVvaM2iFT5dNu8vC3v2Z7D2anSuroukNfqJH1Rm4zE6plblie2MxXqhwqUBgN3VsYpcteF3yflkJBQ/s200/view+from+mountain.JPG" border="0" alt=""id="BLOGGER_PHOTO_ID_5298959213673893410" /></a><br /><span style="color: rgb(153, 102, 51);font-size:130%;" ><span style="font-weight: bold;">Address the big picture </span></span><br /><br />Effective proposals go beyond your solution to the prospect’s immediate problem and demonstrate that your solution also benefits the prospect in a strategic context. You show this by <span style="font-style:italic;">explicitly</span> identifying what broader opportunities the prospect will enjoy by solving the problem at hand. This discussion belongs in both the cover letter and the executive summary.<br /><br />For example, if the prospect's stated objective is to reduce costs in their product delivery system, show them that your solution will not only reduce delivery costs, but the resulting efficiencies will also work to improve customer loyalty, add to their competitive advantage, and keep them current with industry best practices. These may be obvious inferences, but state them anyway so that they know that you know. And if you can, back your strategic assertions with your own or third-party experience.<br /><br />Knowledge of your prospect's big-picture context can come from the prospect company itself, from your own experience in the field, from research that you conduct, or preferably from all three:<br /><br /><span style="font-weight:bold;">1. From the prospect.</span> If you have a RFP, the better-written ones will supply some of the strategic context explicitly, or somewhat indirectly by describing long- and short-term goals. If you have any questions, have a strategically minded representative from your team ask the prospect’s project team about the overall context.<br /><br /><span style="font-weight:bold;">2. From your own experience.</span> No matter how comprehensive the prospect’s information is, brainstorm with your internal experts in the prospect’s field. If you can come up with opportunities they haven’t even thought of, you’ll position yourself as a valuable partner rather than just a vendor.<br /><br /><span style="font-weight:bold;">3. From research.</span> Even if the first two steps are successful, I recommend conducting a little outside research into the prospect company and its industry. You might get valuable insights into the current competitive situation, emerging market trends, and, if nothing else, improve your ability to talk their talk. <br /><br /><span style="font-style:italic;color: rgb(153, 102, 51)">Winning proposals are prospect-centric, and show this by focusing intelligently on their opportunities as well as their problems.</span>Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-30264988220043114032009-02-01T08:38:00.007-06:002009-02-05T16:01:29.075-06:00Keys to effective business proposals: #1<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhj2PZsTI0U8tBM7ch3vfU84E8fkt8rmU56S70ihQix40ItRWnxvYansg2ogO1Ya-NlwjmHFNjS-4rIacv6DYuzs98xTjqoP9eLojFRIbWipbY_-az0SaVnxoyig6y1qrHAf9yTM5-lyQUx/s1600-h/listening.gif"><img style="float:right; margin:0 0 10px 10px;cursor:pointer; cursor:hand;width: 150px; height: 200px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhj2PZsTI0U8tBM7ch3vfU84E8fkt8rmU56S70ihQix40ItRWnxvYansg2ogO1Ya-NlwjmHFNjS-4rIacv6DYuzs98xTjqoP9eLojFRIbWipbY_-az0SaVnxoyig6y1qrHAf9yTM5-lyQUx/s200/listening.gif" border="0" alt=""id="BLOGGER_PHOTO_ID_5297889565494136818" /></a><br /><span style="color: rgb(153, 102, 51);font-size:130%;" ><span style="font-weight: bold;">Show you are listening </span></span><br /><br />The number one reason given by reviewers for rejecting proposals early in the review process is that they don’t directly respond to the RFP (if there was one), or don’t specifically address a pressing problem their company needs to resolve.<br /><br />Effective proposals <span style="font-style: italic;">start</span> by reflecting the prospect’s concerns and problems back to them <span style="font-style: italic;">in convincing detail</span>. This assures them that your proposal is actually relevant to their company, and not just another marketing piece. Proposals that are, by contrast, simply compilations of product descriptions and features without specifically tying them to the prospect’s desired outcomes generally don’t make it out of the first round.<br /><br />For example, suppose you have a marketing materials software system that allows purchasers to manage all their marketing materials and campaigns through a nifty web portal. You can submit a proposal containing splendidly detailed specifications for your truly wonderful system, and chances are the prospect will say “so what” and toss it. Suppose instead you start off your proposal describing your prospect company’s current marketing programs and the specific headaches your prospect is (probably) having managing them, and then, headache-by-headache, show how your system can relieve those headaches. Now you’re talking the prospect’s language, and she or he will read on.<br /><br />Hint: if the word “boilerplate” appears anywhere in your proposal procedures, you are probably experiencing more than your fair share of early exits from the evaluation process for this reason. Worst offender? The boilerplate cover letter.<br /><span style="font-style:italic;color: rgb(153, 102, 51)"><br />Winning proposals are prospect-centric, and start by showing that you are listening to them.</span>Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-27143635100163293592009-01-29T06:51:00.003-06:002009-02-04T09:32:44.757-06:00Need Case Study?If you want to start using case studies in your marketing and business development, but aren't sure how to go about putting one together, I've just posted an article on the subject (see link in the right nav bar). Hope you find it helpful. And feel free to post comments on your case study process on this blog.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-87117078897264067202009-01-27T13:40:00.004-06:002009-02-04T09:32:44.757-06:00Got Case Study? 10 Ways to Leverage ItCase studies take time and resources to put together - why not leverage that investment for all it's worth. Here are 10 ways to leverage it:<br /><span style="font-weight:bold;"><br /><span style="font-style:italic;">First - as is (printed):</span></span><br />1. As a leave-behind on prospecting calls<br />2. As a show piece in your lobby area<br />3. As free download on your web site <br />4. As an extra in a direct mail package<br />5. As part of a follow up to a prospect inquiry.<br /><span style="font-weight:bold;"><span style="font-style:italic;"><br />And, with a little bit of tweaking:</span></span><br />1. As a web page - An expanded version as a content page on your web site, with links to other content-rich pages (a related white pager, for example)<br />2. As a web page - as a destination for links from your client list and/or testimonial pages<br />3. A shortened version as an article in your newsletter<br />4. Rewritten, as a press release to a trade publication<br />5. Re-framed, as a give-away piece for the satisfied client<br /><br />I'm sure there are many more ways to leverage the case study investment - please leave a comment with your ideas!Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com1tag:blogger.com,1999:blog-678514460723802311.post-36475709640424302902009-01-22T07:51:00.000-06:002009-02-04T09:33:01.490-06:00Lesson from the inaguration<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://images.huffingtonpost.com/gen/59105/thumbs/s-OBAMA-large.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 260px; height: 190px;" src="http://images.huffingtonpost.com/gen/59105/thumbs/s-OBAMA-large.jpg" border="0" alt="" /></a>One of many possible business writing lessons from President Obama's inaugural speech - where tone is concerned, sometimes less is more.<br /><br />In this case, the President deliberately put aside his customary high-oratory flourishes in favor of a somber, face-the-facts tone, a tone that was created as much by his word choices as his delivery. Reason - it reinforced the message contained in the content.<br /><br />Similarly, business writing is usually delivered with an up-beat, can-do high-business-atory tone. Why? Like high-oratory, it's usually effective, and who doesn't like to sound up-beat and can-do? <br /><br />But take a lesson from the President. Sometimes the audience doesn't want high-minded oratory, it wants to hear the unvarnished truth, and wants to hire someone who's willing to roll up their sleeves at the 5,000 foot level. <br /><br />As always, know thy audience. Obama knew his.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com1tag:blogger.com,1999:blog-678514460723802311.post-66108191425165545862009-01-16T07:40:00.001-06:002009-02-04T09:32:32.509-06:00The versatile case study<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.michaelkelberer.com/Blog/uploaded_images/case-studies-746441.jpg"><img style="float:right; margin:0 0 10px 10px;cursor:pointer; cursor:hand;width: 200px; height: 165px;" src="http://www.michaelkelberer.com/Blog/uploaded_images/case-studies-746435.jpg" border="0" alt="" /></a><br />Case studies, or "customer success stories," are some of the most versatile marketing pieces there are. Once you've done the research and gotten the Opportunity, Challenge, Solution and Results down in compelling language, you've created a base from which all manner of good things can flow - in both space and time!<br /><br /><span style="font-weight:bold;">Space:</span> You can repackage parts or all of the case study to add pizazz into your various marketing channels. Typically, the basic case study becomes part of your print repertoire, as a leave-behind at meetings and conferences, for example. A version of the printed version should go on your web site, but be augmented with additional testimonials, links to related case studies, and links to other related content (eg. you have a white paper on the technique you used to delight your case study client). Shorter versions can go into your newsletter, where you provide a way for readers to see the full version on the web or request the print version in the mail.<br /><br /><span style="font-weight:bold;">Time:</span> You can also use pieces of the case study throughout your selling cycle. In your initial contacts (voice mail, email), you can use tidbits from the measurable results as teasers. A followup can use the shorter summaries you put in your newsletter. When the client is truly interested, send him or her the printed version with a note that an augmented version of it can be found on your web site (provide the link). Finally, when the client needs the final convincing, you'll have your set of related case studies ready to spring.<br /><br />Finally, to get the most out of your case studies, spend some money to get them right:<br />1. Hire a professional designer - and make sure the design melds with the rest of your marketing "look and feel."<br />2. Hire a professional writer - it can mean the difference between what is simply an organized collection of facts, and a compelling story that pops off the page.<br /><br />Putting time and money into compelling case studies is one of the most leverage-able marketing investments you can make!Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-14763282621935526862008-12-30T08:41:00.000-06:002009-01-02T08:25:24.549-06:00Recession MarketingThe age-old debate: to pull back or not to pull back. The PullBack advocates say why further hurt the bottom line with marketing expenses when no one is buying? The KeepGoing group argues that when sales go down, marketing has to go up, and besides, if you're in the game when the PullBackers are bailing out, you can steal market share.<br /><br />I agree with Pat Strothers, who argues that this is a false question: the real question when faced with a recession is not how to change your marketing <span style="font-style:italic;">budget</span>, but how to change your marketing <span style="font-style:italic;">focus</span>, and the answer is contained in the title of his fine blog post: <a href="http://www.scgpr.com/wordpress/?p=231">For now, focus on those ready to buy</a>. I recommend it.<br /><br />Changing your marketing focus means, of course, also changing your language focus. Even "ready to buy" customers are going to be feeling some resistance to pulling the trigger with a recession of unknown length and depth staring them in the face. Use your communications to help them get past the last hurdle: waiting until times get better.<br /><br /><span style="font-weight:bold;">1. Get specific about the benefits</span>. Stressing the benefits, especially benefits they'll see right away, will help your buyers get past procrastination. Describe benefits in specific and practical terms - recessions, as Pat says, are not the time to do general brand-building.<br /><br /><span style="font-weight:bold;">2. Help with the pain</span>. If you have ways of helping your buyers with the costs, announce them front and center in your communications. In normal times, free shipping is a nice benefit. In a recession, it might close the deal. <br /><br /><span style="font-weight:bold;">3. Make buying easy</span>. In every communication, have a very clear and very easy-to-find call to action, and make that action as easy as possible. Don't send them to your "Contact" web page to find your phone number, have it right next to the words "Call now." Don't make them fill out long forms to send you an email; just one click, and pre-fill the subject line with your call to action. Let your language show that your door is wide open, and a friendly greeter is out there to meet you.<br /><br />Perhaps above all, make sure your communications let your customers know that you appreciate the situation that they're in, and that you'll do whatever you can to make sure this buying experience doesn't add to their problems.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-38757781173074056562008-11-30T09:39:00.000-06:002009-02-04T09:34:59.133-06:00Two Tips for B2B “Green” MarketingIf you have a product or service that can help your business customers “go green” or “go greener,” here are two tips on crafting marketing messages that will get their attention:<br /><ol><li><span style="font-weight:bold;">Focus on the business case.</span> Definitely put something in the headline/intro that lets your audience know you’re talking about going green, but thereafter focus on the business case. First, everyone knows the societal reasons for going green by now. Second, most people know that there are ways to go green that make good business sense, so they’re not going to look at purchases that are green for their own sake. It is definitely okay, however, to remind them (in a postscript, say) that their smart purchasing decision is helping to save the planet too.<br /><br><li><span style="font-weight:bold;">Learn the lingo.</span> This is always true in B2B marketing, but is especially important in green marketing. There are two reason for this:<ul><li>Trust. Whenever there’s a bandwagon, everyone jumps on, including the scammers. There’s so much green hype out there that businesses have become increasingly wary of green sales pitches. A technical error in your marketing may well get your materials tossed into the circular file.<br /><li>Effectiveness. Knowing what environmental categories your product or service falls into will steer you to the right target markets. Knowing that you can help your customers become more “energy efficient” will attract one set of prospects; if you help them convert entirely to “sustainable” energy, you’ll attract another. </ul></ol>Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-48311509154441227872008-09-13T09:53:00.000-05:002009-02-05T16:01:29.075-06:00A one-two punch for small business prospect communicationsIf you’re a sole proprietor or run a small business, there are two important things that are especially important to highlight in first-contact prospect communications such as your introductory brochure and web site.<br /><br>First and uppermost (literally), benefits. What are the important or unique benefits a prospect will enjoy by contracting with you? What’s your Unique Selling Proposition? I know this is MarCom 101, but it’s amazing how often I have to dig through a brochure, flyer or web site to find this information. In this attention-deficit-disorder world, you have to get their attention right away, and nothing gets attention like benefits.<br /><br>Second, follow up with assurances. Probably the number one obstacle to someone buying a product or service from a small business is fear: fear of losing money, fear of feeling “taken,” and/or fear of wasting time. So task number two is to remove the fear. Ways to reassure prospects that their buying experience with you will be a safe one include: offering a guarantee, presenting credentials, being liberal with your contact information (lack of same is a dead fly-by-night giveaway), providing a list of past customers, presenting robust customer testimonials, and offering to provide references.<br /><br><strong>Where to do it</strong><br /><br>In a printed piece, you can put both the benefit and the assurance in the top two headlines:<br /><blockquote>“Free your home of mice in two days!”<br />“Results guaranteed!”</blockquote><br />Another approach is to have the benefits in the headline(s) and have the fear-removal language at the bottom of the page in prominent type. I like this approach better for B2B communications, because the audience tends to be a little more leery of businesses that feel the need to reassure right away.<br /><br>For web sites, the place to highlight the benefits is on the home page, of course. The assurances can be alluded to in a side bar or low bar, and expanded upon on the About page. Again, for B2B communications, being indirect is better.<br /><br>Attracting with benefits, and closing with assurances: a great one-two punch for all your small business prospect communications.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com1tag:blogger.com,1999:blog-678514460723802311.post-75564429608379327722008-08-03T09:59:00.000-05:002009-02-04T09:34:42.691-06:00Business plan writing - start with the basicsStep one is three things: vision and mission statements for your business, and an elevator speech.<br> <br />Vision statement: Your view or dream of what your world should look like. “World” in this case can be as small as your backyard, or as big as the universe. It’s your circle of concern. For Xerox, their world used to be copying. Now it’s documents.<br><br />Mission statement: A statement describing what your organization’s goal or role will be in contributing to the realization of that vision. Usually, but not always, the mission objective won’t achieve the entire vision. This is the 30 thousand foot version of what your organization does.<br><br />Elevator speech: This is the five thousand foot version. This is what you actually do every day to achieve your overarching goal. This is the answer to the question: okay, say I hire you/buy your product, what will you/it do for me?<br><br />Here’s an example: suppose your business idea is to make and market a new “Panic Button” system – a button that allows you to call 911 and give them your location from anywhere with the push of a button, and the button is worn on your clothing and glows so that it’s easily seen by would-be muggers. <br><br />Your vision might be “a world where you can walk the city streets safely.” You can’t accomplish that single-handedly, but you can “provide products and services that help deter street crimes against persons, and bring help swiftly when necessary.” That would be your mission, your part in the vision. The elevator speech is “provide our customers with a call-from-anywhere 911 device that actually deters criminals from attacking in the first place.”<br><br />With these three statements, you have created is a verbal framework to hang most of your business plan on. One way or another, every section of the business plan should support one of those three statements.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-3715600683258918112008-05-19T07:25:00.000-05:002009-01-02T08:25:14.094-06:00Get Ruthlessly SimpleI’m reading an excellent book on creativity in business called <em>Juicing the Orange</em>, written by local marketing gurus Pat Fallon and Fred Senn. While they are writing in business-scale terms, much of what they have to say also applies to good business writing. <br><br />One of their principles is “Demand a ruthlessly simple definition of the business problem.” This is advice familiar to any business plan writer and any serious networker – if you can’t say what you do in one or two sentences, you probably are still a little fuzzy on what it is. <br><br />This applies to the craft of business writing as well. Before you starting writing a piece, come up with a ruthlessly simple statement of what it is you’re trying to say or accomplish. This will keep your thinking focused during the writing process. <br><br />Bonus: convert that into an actual statement that says/accomplishes it. There’s your headline. There are the key words that should crop up consistently during the piece to keep it “on message.” <br><br />Get ruthlessly simple first. You can embellish later.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-152287117680694632008-05-05T08:19:00.000-05:002009-02-05T16:01:29.075-06:00Successful ProposalsLook for a detailed article on this subject, coming soon (there will be a link on the right), but I wanted to touch on the most important element of responding successfully to RFPs:<br /><br><strong>READ THE DOCUMENT!</strong><br /><br>Sounds obvious, but in my own experience, and in the experience of the many top execs on the issuing side of the desk I’ve worked with over the years, the most common reason that RFP responses fail is that the responding company didn’t read the document. In particular, companies incredibly seem to gloss over the narrative part of the RFP, jumping right to the Q & A part. I say incredibly, because the narrative part of the RFP always tells responding companies exactly what they need to do to win the bid! And a word to the wise: slapping a boilerplate on the front-end of your response just doesn’t cut it. Even if it does address issues from the RFP narrative, you are making the RFP review team work to find them, a definite no-no.<br /><br>When structuring your response, read the narrative carefully looking for three key “how to win this bid” criteria:<ol><li><strong>Their strategic goal:</strong> Repeat this back to them, showing you understand their big picture and how you are strongly positioned to help them reach this goal. <li><strong>Their “soft” requirements:</strong> Assist with brand positioning, promote stakeholder buy-in, ability to adapt to strategic changes – a good (and specific) response to this requirements can often seal the deal. <li> <strong>Their preferred format:</strong> Again, seems obvious, but if they give you an outline, follow it closely. As often as not, the reviewing team will have a score sheet that matches the outline – if they have to go looking for your response to an item, they just may give you a zero.<br /><br>If, as is frequently the case, their outline doesn’t give you an obvious place to toot your horn the way you want to, use an “Introduction” section or do the tooting in an Executive Summary that precedes your formal response. </ol><br />In short, make it easy on the RFP response reviewing team by first and foremost giving them what they ask for how they ask for it. There’s always a way to put in the answers to the questions you wish they’d asked.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-72106836198292735892008-03-31T11:01:00.001-05:002009-01-02T08:25:14.094-06:00It's Alive!<span style="font-weight:bold;">"You cannot bore someone into buying your product." </span>- David Ogilvy<br /><br>That quote is how copywriting guru <a href=”http://www.forcopywritersonly.com/”>Steve Slaunwhite</a>, author of <span style="font-style:italic;">The Everything Guide to Writing Copy</span>, introduces the core copywriting task of making your product/services' benefits come to life for the prospect. Benefits sell better than features, and tangible, fleshed-out benefits sell best of all.<br /><br>Consider those TV ads for the OnStar system. They don’t just talk about the benefit of having a system that can detect when you’ve been in an accident and call for help. They bring it to life with a dramatic picture of a person sitting stunned in a car after an accident hearing a reassuring voice addressing her by name and saying, “don’t worry, help is on the way, and I’ll stay with you.”<br /><br>That’s how to bring the benefit to life: create a scenario or tell a story with the benefit in the starring role. You can do it in the third person, as above, or in the first person, by using customer testimonials that highlight in a practical way how the benefit improved their lives. Similarly, you can use poignant before-and-after scenes to show the benefit in action.<br /><br>These techniques are especially effective, of course, if they evoke an appropriately strong emotional chord in the prospect - fear, pride, embarrassment. These emotions can be elicited on the flip side, too, as consequences of NOT buying the product or service. Just be careful not to overdo it - if you evoke too much fear, for example, the emotional backlash can negate the story’s message.<br /><br>Talking about benefits rather than features is something all good copywriters do. The best copywriters make those benefits come to life.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-72756522046519511812008-03-09T09:30:00.000-05:002009-01-02T08:25:14.095-06:00Don't Make Me Think!That is the title of a terrific book on web usability by Steve Krug. He argues a pretty common sense approach to web usability that I find pretty compelling.<br /><br>Take his First Law of Web Usability: <strong>Don't Make Me Think!</strong> His contention is that web users are scanners not readers (not unlike ad readers, IMHO), and each page, and the elements in it, have to be as self-evident as possible. Web visitors should be able to grasp instantly (and thoughtlessly) what the page is for and why they should care to stop there. It starts with design (bad design will usually obscure great language), but the language is the "closer." The design steers the visitor to the words, and the words have to be simple, self-evident and compelling enough to entice the visitor to take the action you want. <br /><br>His Third Law is, from a copy point of view, a close corollary of the First: <strong>Get rid of half the words on each page. Then get rid of half of what's left.</strong> Think "Scanners, not readers." Think "Short and Sweet." Many of the least user-friendly web sites out there are those where the company thinks of their site as an online brochure or, worst-case, an online direct mail piece. Here's where, if I might be permitted a short plug, professional copywriters are worth their weight in gold. A good copywriter should be able to cut the first 50% of the words in their sleep while maintaining, and often enhancing, the message.<br /><br>Both of which reflect Kelberer's First Law of Good Business Writing: <strong>Given a choice between clever and clear, choose clear every time.</strong> Fewer awards, but you'll laugh all the way to the bank.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-24672107759676799272008-03-03T12:45:00.000-06:002009-01-02T08:26:12.967-06:00Can we talk?Most business communications succeed best when they establish a rapport with their intended audience. Many things go into establishing that rapport, but perhaps the most fundamental is this: getting the audience to feel like they are in a conversation. Not talked "at" or "down to", not lectured, not sold, not even "hail fellow well met"-ed. Just plain talked to. <ul><li>That's why the best "style" for a communications piece is usually "conversational." </li><li>That's why the best "content" for a communications piece is usually "information." </li><li>That's why the best "emphasis" for a communications piece is usually "helpful."</li></ul>You wouldn't go into a long-winded speech if you were trying to tell a friend about something they'd find interesting. Just talk to your audience simply (they are friends - no need for pushiness or hype) and confidently (you're telling them something you're sure they'd want to know), and you'll go a long way toward holding their attention.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-21503270046732329392008-02-04T10:35:00.000-06:002009-01-02T08:25:14.095-06:00Teach a prospect to fish . . .The old saying, “Give a man a fish and you feed him for a day; teach a man to fish, and you feed him for a lifetime,” has applicability to the attraction and retention of customers through your marketing communications. Instead of selling a fish, education your prospect about fishing. Instead of pushing for a transaction, offer a relationship. <br><br />Communications aimed at “selling a man a fish” are often based on hype, hyperbole and focused on the fish at hand. He gets his fish, and when he wants another one, he’ll get it from the nearest pond. <br><br />Communications aimed at “teaching a man to fish” are based on solid information, offer to give something to the man first, and are focused on building a relationship. <br><br />Examples: <ul><li>Putting an unbiased “How To Shop for Widgets” section on your website<li>Offering a free booklet on the Bahamas with your travel business mailing <li>Offering a first-time-buyer discount</ul><br />Working a communications program of attraction rather than promotion invites your prospects into a relationship rather than a drive-by purchase.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-16492347435270083842008-01-24T10:43:00.000-06:002009-01-02T08:25:14.095-06:00Just the facts, ma'amMarketing guru David Ogilvy once said, "The more informative your advertising, the more persuasive it will be." This applies to pretty much any form of persuasive communications, and is the antidote to two very common errors in business-to-business communications. <br><br />The first error, and the advertising and marketing pros are often more guilty of this than anyone, is relying on clever language rather than clear, straightforward language to get the audience’s attention. Studies have shown that cleverness sometimes works, but clarity always does (other things being equal).<br><br />The second mistake is to substitute hype and hyperbole for actual information. This is especially problematic in today’s information age, when advertising claims will be Googled to check for accuracy, and the second generation of TV watchers is generally wise to misleading advertising tactics (think of the “Target Market” campaign).<br><br />The clear vs. clever rule is especially applicable to headlines, where the temptation to be clever is strongest. Nothing will get your audience to continue reading that a clear headline that allows them to self-identify and anticipate a benefit (see my earlier posting on “Ad Headlines”). <br><br />Use clear statements of fact (or opinion, for that matter, as long as its clear) to describe your products or services and you’ll do a lot better in the long run.Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0tag:blogger.com,1999:blog-678514460723802311.post-53637934549062742722008-01-22T11:10:00.000-06:002009-02-04T09:34:00.331-06:00Ad HeadlinesTo paraphrase our real estate friends, the three most important things in advertising are the headline, the headline, and the headline. Studies have shown that if the headline doesn’t grab them, people overwhelmingly move on. The best writing and graphical design in the world can’t save an ad with an ineffective headline.<br><br />Effective headlines accomplish the following for the prospect:<ul><li>Self-identification: The prospect understands this message is meant for them specifically. <li>Self-interest: Prospects are motivated to keep reading. Note that in many cases, stating specific benefits will automatically accomplish the self-identification goal.</ul>Michael Kelbererhttp://www.blogger.com/profile/14269125874643781090noreply@blogger.com0