The Name Badge Does Not Sell Your Business

Blank name tagAt the close of a large entrepreneur event, a small business owner came up to the registration desk and offered a suggestion. He felt like his name badge should have more than a name. He wanted a badge filled with all his information: name, company, title, website, email and phone. Then, he would talk to more people and more people would talk to him.

In an effort to help himself, he went ahead and scribbled all his identifying details in fine print below his name. Unfortunately, his details were written so small it required someone to lift his badge up close to read it.

In his view, his networking experience was hindered by only having a name to identify himself and others. The name-only tag “forced” him to have a conversation, instead of oddly reading someone’s detailed badge to self-select whether he should engage them.

My empathetic response, “I understand how you might feel more information on the badges could help you. I appreciate your suggestion. I do feel that you can open more doors, when you directly talk to people. Perhaps we have a different view of the value of these type of events and networking.”

My non-empathetic response, “Your name doesn’t open doors. It won’t sell you or your business. Your story, your enthusiasm and your passion are what engages others. It’s awkward to read someone’s name and then turn away. Then again, maybe we have a different view on what sells you and your business.”

What was not revealed to him was that it was intentional to only have a name on each badge. Why? To provide an everyone the opportunity to connect, share and learn. A convenience for each attendee to have an open door to sell themselves, their solutions and their business. Written words never sell. Written words affirm. It is the verbal story, the questions, the conversation that closes the deal. It is the interaction that really matters. It is looking someone in the eye and asking, “What do you do?” The name on your badge only facilitates an easier way to start the conversation.

No matter how many words you use to invite someone into to your lair, the offer is only as good as what you have identified through an engaging dialogue. A conversation. A two-way exchange. It answers, what can you do for me and what can I do for you? Value is created by the time you invest to ask, listen and qualify. It is the ongoing assessment that takes place during the conversation that defines opportunity. The number of conversations you have helps you measure the success or failure of your valuable time spent at an event or networking.

Business owners sometimes feel if they are equipped with mountains of content, leave behinds and written justification, the buyer will sell themselves.  In fact, written content is just an invitation. Invite to learn more. Invite to perk interest. Collateral and content does not sell a product or service. Collateral documents and illustrates. People are best for selling goods and services.

Networking and events give you a formalized occasion to have a dialogue. To learn and share. Those that will not talk to you because of your name-only tag are short sighted and often losing the opportunity to learn the real value of you, your offerings and your ideas. Conversation requires a back-and-forth tailoring of information that can be customized to your address your precise needs.  We only buy what we need. The listener is always waiting for you to make it about them. In their mind, they are waiting for you to tell them how you help them or solve their problems.

Less information on a name badge gives you the polite excuse to inquire, “Tell me what you do.” A badge or name tag should never give you reason why not to engage. Ask. Inquire. Question. That is how you benefit from any event. Do not hide behind a 3 x 4 card hanging around your neck. Use it as a chance to address the person by their name. “Jim, what is your reason for attending the event today?”  “Mary, are you an entrepreneur?”  This provides you the best opportunity to qualify, inquire, learn and discern if the person has something to offer you and you have something to offer them.

What’s in a name? That which we call a rose by any other name would smell as sweet. – William Shakespeare

By Jamie Glass, President and CMO of Artful Thinkers, follow: @jglass8 @artfulthinkers

The event noted in this post was the Innovation Arizona Summit 2013.  Read more about the event here.

When Do You Create a Board of Advisors

iStock_000005458028XSmallThere comes a time when assembling a group of experts to help grow your business is considered smart leadership and a business best practice. When you reach a stage in your business where you have exhausted the collective internal experience, knowledge and skill to achieve your next phase of growth — create a Board of Advisors.

Every purpose of creating a board will differ for each organization. A business owner may be faced with great opportunity for rapid growth or significant challenges from conquering the next ascent in revenue, market or product expansion. The appropriate time to consider assembling a board is when the business path forward is less clear or cluttered with obstacles that could derail you from achieving your business goals. You have reached that period in your business when their is more “unknown” and you fear what you don’t know.

A Board of Advisors is different from local peer groups, leadership councils, service providers and executive mentors. Your board is a committed team of individuals working on your business. Advisors should have congruent skills that compliment your leadership. As an example, you may find that by adding a distinguished industry expert or technical guru best serves the next phase of your business  Adding market or sales expertise can open new doors, while a finance or legal expert can provide insight to reduce risk.

Experienced executives want to help entrepreneurs, startups and leaders that seek advice to grow their business.  It validates their business “wear and tear”, while providing meaning and value to their experience. The board should round out your executive court, as these advisors are typically not available to hire as full-time employees and can be “unaffordable” for smaller businesses. They also may be those exclusive experts that will always be in a role of advising and never work for a single entity.

The reason you bring experts together as board members is to increase effectiveness and efficiency in decision-making and strategic planning. A board will perform best when there is an exchange of ideas in an organized environment, centered around a single business issue. The board format is designed to solve problems. Each board member brings a different set of experiences, viewpoints and resources. Having a board working together with you to assess challenges and discuss opportunities, gives you invaluable advise that can save you significant time and money versus the “learn as you go” approach.

Board of Advisors are not in a role of governance. They do not have fiduciary responsibility to protect shareholders or investors, though they should be very responsible in providing any guidance related to financials or spending company money. Only an elected Board of Directors for a public corporation or non-profit have governance over a company. The Board of Advisors is a non-binding group of mentors and experts that work collectively with company leadership to achieve your business goals.

Advisors should be completely aligned with your goal and mission and also be able to challenge you by providing recommendations and views that will differ from your own. You do not want a board that agrees with all your ideas or thinks as one. Why waste your time.  They should differ in expertise and have the ability to assess short-term and long-term strategies, out load in a group discussion, without fear of reprisal.

A board is typically five to six members, excluding the CEO or business owner.  A Board of Advisors should consist of experienced and skilled individuals in varied areas where your business is lacking in comparable talent. In the early stage of a business, Board of Advisors are typically unpaid and may or may not have a long-term financial commitment through future equity.  As a business leader, be cautious of giving away ownership in your company early, this could be a note of contention with future financing.

The commitment of an advisor should be a minimum of two years.  It is valuable to set a term limit in reviewing board members, as you company is expected to grow and you need to be able to add new board members with different skills during later stages of your business.  Board members must also be committed to attend meetings.  A small business will typically meet with the entire board every 8-12 weeks.  If a board member misses more than two meetings a year, consider replacing the advisor.

Board members should not be family members, employees, contractors or service providers you pay for other functions in your business. It creates conflict of interests. Though a board of advisors are not employees, you should treat your advisors as accountable members of your C-suite. Set expectations, ask for help and use your board to help you achieve your goals.  If you simply assemble your Board and provide an update report on the business, you are wasting valuable resources and time.

Board of Advisors are trusted members of your inner circle. You can share with them confidential information and discuss highly sensitive matters that are not open for discussion with anyone else in your company. Your board should consist of credible experts that will provide insights you can not gain from any other resource. They should open doors, help you gain new customers or strategic partners and provide actionable ideas to help you achieve success. If you want to grow, create a Board of Advisors.

“You sit at the board and suddenly your heart leaps. Your hand trembles to pick up the piece and move it. But what chess teaches you is that you must sit there calmly and think about whether it’s really a good idea and whether there are other, better ideas.” – Stanley Kubrick

Jamie Glass, President and CMO at Artful Thinkers @jglass8

Investing in Co-Selling Partnerships to Grow

iStock_000022899520_ExtraSmallSmall businesses and entrepreneurs can greatly benefit by selecting co-selling partners to drive revenues. Utilizing another company’s sales and marketing resources may be a great channel to aggressively extend reach and acquire new customers.

Co-selling partnerships with businesses selling complimentary products and services to your target customer can be smart business. These partnerships can cut existing sales costs and even accelerate growth in market share. The best sales partners create a synergy between respective offerings. There should be a “natural fit” of how the products and services add value for the customer. The buyer should inherently understand why you would partner, not question as to why you did or if there is any benefit in buying from a single vendor.

Co-selling partnerships can reduce sales costs. There is a required investment in sales and marketing to grow a business. The costs of a sales team can be crippling for a new venture or small business.The overhead expenses that enable a sales person to be trained, productive, and armed with the right marketing tools, technology and product support can be onerous in the earlier stages of an organization.  Lack of initial investment often produces lack luster results and can actually cost the business even more with unexpected turnover or lengthy sales cycles. Businesses need a specific budget and defined cost of sales to properly staff, train and equip a sales organization to get results.

Time-to-market and time-to-close can be reduced through co-selling partnerships. A new sales hire ramp-up time can be 3-12 months, depending on price of goods to be sold and anticipated sales cycles. Ramp-up requires an “blind faith” investment of time and resources. A business has to invest in sales with nothing more than the anticipation and belief that something is going to be sold. It is a huge price to pay and has great risk. Utilizing a trained and experienced sales team through a co-selling partnership can help you bring revenues in while you invest in building your own sales team.

Co-selling is not free. There are costs of co-selling partnerships. A strong partnership requires investment in training and account management resources to keep top-of-mind awareness with your co-oped sales team. You also need to provide sales and marketing tools to properly equip the team to sell your goods and services. You need to be available when they have questions and to support them throughout the entire sales process.

You also need to create an incentive as to why a sales person in another organization should throw your offering into the mix. Higher commissions, faster time-to-close and value-add to the customer, are all good reasons; however, remember — sales people need to be sold too. If you extend the deal time or complicate the sales process, it will never work. Make it easy and valuable for the sales team through your co-selling partnership.

Incentives matter in co-selling. If the paired companies benefit but not the people selling, the partnership will fail. You need to set up a partner agreement for commissions and shared revenues.  A typical commission in a co-selling relationship starts at 10% of net revenue on the deal for a qualified lead pass. This type of agreement puts the burden back on you to close the deal. You are basically paying for marketing and an introduction. If the partner does all the work, including closing the deal, you may provide an incentive of 20% or more just to get that customer on your books. The structure of the agreement and commission rates should be based on your financial projections and cost of goods and associated expenses in managing the customer post-sale. 

What doesn’t work? Relying on commission-only sales teams and partnerships that are by name only. There are business owners that believe they can get a motivated, committed sales person to work for free. The odds of making this type of relationship work are close to nil. The relationship between a company and it’s sales team, whether a direct hire or partner, is measured by the commitment from both sides. Small businesses may have to tier commission levels based on the ramp-up of sales or find ways to create early non-cash incentives; however, no one should be expected to go out and sell without a financial commitment. The words “you get what you pay for” should ring loudly if you are thinking about commission-only or finding people to sell for you because they like you.  Sales people that are really good at closing deals are expensive because they have a huge ROI.

Attributes of great co-selling partners to consider are the size of the partner’s sales team, market reach, relationships with your customer and available support the sales team receives in training for new products. The partner must have the means, connections and existing relationships to introduce your products to market. Co-selling means they will take an active role in selling. Again, partners by name only often produce little value.

If you choose to use co-selling partnerships, embrace the model and build support for the partnership. Show your loyalty through your commitment to make the partnership last and benefit everyone including the customer, the sales person and the partners. Create value by talking about the partnership and promoting the relationship. The results you get from this co-selling will be directly tied to the amount of time and resources invested in the partnership. You have to give to make it work and really pay off.

In reality, the only way a relationship will last is if you see your relationship as a place that you go to give, and not a place that you go to take.” – Anthony Robbins

Jamie Glass, President and CMO at Artful Thinkers @jglass8

Related to a series of posts on partnering.  Also read: Sales Referral Partners Lead to New Customers

Good Business Leaders Use Intuition to Make Decisions

ImageDecision making is constant in business. Advancing products, engaging employees, responding to customers all while keeping a careful eye on the bottom line. It is the basic function of a leader to be continuously selecting priorities and taking action. Multitasking and constant awareness come with the territory of being in charge. The only stop to the ongoing process is shut-eye. Not resting, deep sleep.

Every person, whether in a leadership role or not, confronts hundreds, thousands even tens of thousands instinctual decisions throughout a given day. Some are instantaneous, or as we classify “automatic”, while others require in-depth analysis. We all have an internal analytic engine, taking everything we know, we collect and can reference based on experience to churn out a decision. We are the greatest sources of our own big data!

As technologists find ways to host, gather and exploit bytes by the billions and trillions of data from others, our own brain functions as the largest processor of data. Enabling us to act quickly or deliberately, at the speed of which best suits the need for a decision. Not everyone utilizes their “big data” engine in the best way, whether from a lack experience or knowledge, impairment or perhaps ignorance to what the data shows. The result, bad decisions.

In business, some can be plagued by the constant role as Decider-in-Chief. This often results in procrastination or delayed decisions. The common impact is action taken “too late”. The organization depends on a leader to make impromptu decisions, while also taking deliberate actions to lead to the “best” decision given a certain set of facts. Organizations need deciders to execute plans, activate programs and assign activities that drive results.

Good leaders often have a good sense of intuition. They use gut check analysis and set plans into action, without the noticeable analysis that others might use in trying to determine the path forward.  Where did they acquire such skill?  Repetitive decision making. Leaders know they have to make decisions, they are accustomed to their role and have the experience of accepting fault and risk with taking action. This training builds confidence and a strong basis for intuition. Making decisions over and over again in practice builds an intuitive leader.

Some researchers claim that intuition results in a physical experience, a shiver, an image or the often unexplained deja vu.  Others may use the intuitive nature of a dream to set a plan into action. The remembrance seems to create a comfort in the decision, having the sense of knowing the outcome. Beyond the intangible means from which confidence results, the facts are that when decisions are needed, strong leaders will act. Knowing inaction often results in increased pressure, stress and potential problems, making a decision, right or wrong, seems to give a sense of relief.  Decisions invoke power and progress.

There is no magic in intuition, it’s brain power. It is knowledge. Intuition is using information, filtering and making a judgment based on experience. The continuous practice of using intuition creates a platform to control quality of decisions and use of perception or quick insight, without compromising confidence.

Intuition is not “inherent”, it is learned.  The origin of the word dates back to the 1400’s as a reference to contemplation. There are many times that intuition will lead to proven conclusions; however, a leader will not always use it quickly and without process. There is often a misnomer that intuition means instant, without regard for facts or experience. It does not. It means using your better judgement and trusting your thoughts, your ideas and your role as a decision maker. It is using your intuition to move forward.

Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition.” – Steve Jobs

Jamie Glass, President and CMO at Artful Thinkers @jglass8

What is the Real Value in Free

freeFree is zero, nada, zilch, nothing. In the mind of the consumer, free means whatever you give away for free has no cost to you. The same applies to your time. If you are giving away your time for free, how do others adjust to understanding your “real” value? Do they realize your true worth?

Most people are very leery of free offers. Based on experience, we are trained to look for the fine print, the exceptions and qualifications.  Our better judgement tells us that there is usually a “catch” to getting something for free.  A free day at the spa comes with the catch of attending a vacation rental sales pitch. A free juicer included with a top priced refrigerator comes with the catch of spending more on a product just to get a small appliance you may never use. A free soft drink when you buy the big meal comes with the catch you have to super-size your entire meal. If we are always suspect to the catch, how does that reflect on the perception of you giving away your time for free? Maybe there is a catch.

We are all very susceptible to the attraction of a free offer. Free works. We often all like to take advantage of free! Significant purchases are emotional. Free sparks our interest, it draws attraction to possibilities. Free also plays on the strong emotion of fear. The fear of losing out on the free.  Will someone else get our free?

What is not often measured is the “buyer” remorse of a free offer.  Why?  Well, you didn’t pay for your free, how can you be remorseful. You got what you paid for – zero, nada, nothing. You can’t return “nothing”. Your stuck with your free.  The cycle continues, giving and getting for free and then we are left wondering was it worth our time as the giver or receiver. It might be easier to leave the emotions behind and get to the real offer of people paying for your services. Paying for your valuable time without an emotional gimmick.

Free feels like it should have value. We perceive that whatever we get will be of greater value than what we have to give to get it.  It is very difficult in business as a service provider and solopreneur to not give away your time. We often justify this as a “marketing and sales” expense.  Unfortunately, the expense is not something you can list on your expense records as a tax deduction. You can not expense your hourly rate as a cost of sales. It’s lost time or to put in a more feel good term, an investment.

When you give away your time, what you do and who you are is represented as free.  It may appear to be a good idea. If you give your time away regularly others will soon see that your time has no value and what you perceive to be a great gift often goes unused or disregarded. Are you creating the perception that you are “free” for the taking?

The best advice for giving away time for free is to set a specific free time budget.  How many hours can you afford to give away each week?  Also, keep your “power of negotiation” at your central point of where you do business.  Meeting at coffee shops and for lunch may seem like a convenient way to give away your free services; however, you are no longer in a business setting, which demonstrates that your business is the priority. 

We all desire to help others, pay it forward and do good. The best good you can do is to make sure that you get value for what you do. Free is a teaser, a sample. Maybe it is required to build a relationship and establish an opportunity for a transaction.  Then again, maybe if what you give away for free is so valuable people will actually pay you for it. Limiting your exposure and risk, means you have limited availability to always give away your time and services for free. Use your time wisely.

If you were to offer a thirsty man all wisdom, you would not please him more than if you gave him a drink.” — Sophocles

Jamie Glass, President and CMO at Artful Thinkers @jglass8

What is Your Business IQ?

Fresh ideas, concept wordsThe question is not related to your personal or business intelligence, it is your business Innovation Quotient (IQ).  Your business IQ is connected to how you manage change and performance improvements in all facets of your organization, from operations to product. The origins of the word innovate go as far back as the 16th century.  It is simply introducing something new or different.

There are some companies that are perceived to “own” innovation and are frequently on lists of the most innovative companies. Expected and recognized mainstream mega brand companies like Apple, Google, Amazon, Nike, Target, Coca-Cola recently topped Fast Company’s 2013 Most Innovative list, along with newer innovators like Pinterest, Sodastream, Tesla, and Yelp . They all have visible innovations and a high “product” IQ.  We come to expect they are doing something new and different all the time.  What we do not see is how these businesses innovative internally. How they get on these lists takes more than smart, cool products. We don’t know how often they change employee policies, management teams, adopt new software programs or retire practices that no longer get results – unless you are Melissa Mayer of Yahoo!

What is your business IQ?  How often are you “innovating” the 4 P’s: product, people, processes and policies?  If you were to rate how innovative your company is today, on a scale of one to 100, with 100 being the most innovative, where do you rank?  If you are never changing, you probably have a low business IQ.  If you are always changing, your business IQ should be close to 100.  The most realistic place to be, without completely disrupting or killing your business, is to aim for above 50.

If you are an innovative trailblazer with a high IQ, congratulations and press on!  It is difficult to stay on the forefront and constantly introduce “new” into a business. Trailblazers make change and as a result, often make money. They innovate, pivot and innovate again. Maverick companies with high business IQ are in a continuous cycle of innovation and change.

If your business is lacking in the innovation department, it may be time to set new company standards.  If you asked everyone on your executive team to provide you a recommendation of an old idea or way of doing something that needs to be retired, without measure of cost or risk to the business, what do you think would be on the list?  Perhaps it is time to find out.  Innovation begins by identification.  Where there is opportunity in your business to innovative, there is opportunity to improve.

Old or young, businesses need to always be monitoring their business IQ.  Innovation takes place within companies as well as in products and services.  Being an innovative company requires a constant and systematic evaluation of how the company will stay competitive and continue to grow or maintain sustainable profits.  The lack of innovation is a one-way ticket to performance doldrums.

Not all innovation is good and there are certainly small and big failures to note.  One point is certain, if your business is low on IQ, it is probably not maximizing the potential of products, people, processes or policies.  Start by asking the questions first, what needs to go? What is holding your business back?  Identify where you can improve your business IQ and then go — innovate!

If you want something new, you have to stop doing something old.” – Peter F. Drucker

Jamie Glass, President and CMO of Artful Thinkers @jglass8

Avoid Being Distracted by Shiny Pennies

iStock_000014402814_ExtraSmallA common challenge for business owners and executives is to avoid “tripping over shiny pennies.” What does that mean? It is the attraction and distraction of the newest, latest, greatest shiny object in our path.

We all seem to have a trained eye to spot the bright copper commodity at our feet, no matter where we are headed. The shine is overwhelming. We stop. We pick it up. We put it in our pocket. Then we declare our latest “find” to be lucky. A sign of great fortunes to come.

Shiny pennies reflect a fiery glow that is hard to avoid. Old pennies lack the shine and sleekness that keep our attention. They seem drab. They are tried and have traveled far, gathering dirt and grime along the way. They often find homes in jars, drawers and bottles. New pennies have power. We have willed the new penny with charm, a source of inspiration, as we traverse along the pathway of possibilities.

The penny is representative of all the ideas and opportunities that land in front of us, one right after the other. Every time we stop to evaluate a new idea, we are taking our attention away from our current plan of action. Navigating through the countless opportunities, or shiny pennies, requires determined focus and unbridled commitment to a planned strategy. Unfortunately, in business the sparkling object we stop and pick up is often worth exactly the minted value – ONE CENT. Consuming ourselves by the possibilities of what the perceived lucky penny might bring can actually cost a business many pennies, if not fortunes.

New is not to be avoided. New keeps us innovating and trying to do more. However, the overwhelming desire to continually focus on the new penny in our pocket, can be a big distraction from working on the current business plan. Shiny pennies have a time and place. Some will need proper evaluation and careful consideration. If you are feeling consumed by all the shiny pennies, set a time in your day or week to focus on these new ideas. Plan for “new” and budget accordingly. Use a defined process in your calculation of the promise and upside.

Apply the “penny test” in your course of evaluation.  What is the real cost associated to adding this penny to your jar of other shiny pennies?  Will you spend more in product development, sales and marketing?  Is it technically feasible? How will it change your business model? Is there an impact in supply chain and distribution?  How will customers respond?  Every new penny that you stop to pick up needs thorough testing and vetting with an effective cost-benefit analysis. The amount of work to evaluate the penny is expensive, so not every penny is worthy of your valuable attention.

Be cautious of the allure of the sleek and sparkly new penny. After all, it is just one cent – shiny or not.  If you are always tripping over pennies, you might fail to see the dollars falling from the sky.

“If had a penny for every strange look I’ve gotten from strangers on the street I’d have about 10 to 15 dollars, which is a lot when you’re dealing with pennies.” – Andy Samberg 

Jamie Glass, President and CMO at Artful Thinkers

Racing to Close the Sale

iStock_000003423890MediumThe sales process provides a road map to follow when you are driving toward winning new business. The course begins with identifying a prospect and traverses through a series of events to the finish line. The intended destination on the map is the “close”. The place where you complete the sale, where you can declare you have won the race!

All sales people desire the race to be short from start to finish. Sales people hope to navigate around a few laps versus taking a long and winding road trip with many starts and stops. Experienced sales people have the endurance for the longer trek; where as, new sales people often lack patience and the will to stay seated for the extensive ride.

Most “starts” in the race never make it to the finish line. They breakdown somewhere in the process. The early racers may believe they are driving a qualified opportunity, yet fail to make the needs analysis turn or drive off the road at negotiation. By laws of averages and experience, more than 90% of opportunities that start will fail to get all the way to close. No matter the product or service, for every 10 qualified starts only one winner will result.  In other words, nine out of 10 deals will never make it to the close.

Winning or losing creates great anxiety in sales. The race to closing is arduous. Gripping the wheel, staying on course, focusing ahead requires concentration, skill and patience. The better drivers know they need to use their road map and not veer off course. The effort to get to the finish line can be months and even years with large deals. The pressure to close can drive sales people to make some simple driving mistakes.They take shortcuts to get to the finish line, avoiding key road signs that tell you whether you are approaching the finish or have miles and miles to go. Worst, they give up and quit the race.

One of the best indications for assessing how close you are to the finish line is to ask for agreement at every turn. “Are we there yet?”  It is true, the repetitive process of asking “are we there” can get annoying for some; however, you need to identify your road markers.  You need to know how close you are to the end of the race. The only way to know is to ask if you and your prospect are in agreement. You don’t want to end up at the finish line and find out your paying passenger jumped out long ago.

Every turn you make in the sales process requires a pit stop. Stop. Check to make sure the prospect is still engaged, agreeing to the journey and willing to go the distance.  If you fail to engage at the check points, you will mostly run out of gas and never see the checkered flag. You successfully end the race when you cross the finish line with your new customer seated next to you and you both are headed to the winners circle.

“The winner ain’t the one with the fastest car, it’s the one who refuses to lose.” – Dale Earnhardt

Jamie Glass, President and CMO at Artful Thinkers @jglass8

Every Business Should Do a Harlem Shake Video

mqdefaultThe latest Internet phenomenon takes place in 30 second flashes. In a short two week span, tens of thousands of videos have been uploaded to YouTube and some garnering millions of views. Each video has it’s own unique interpretation of the same electronic dance mix song by Baauer.

There are versions underwater, on ski slopes, in locker rooms and on office desktops. The concept is the same for all. One person dances while others go about their normal business. The person usually wears a mask or some sort of limited disguise.The beat picks up, the video cuts and then entire group erupts into a spontaneous, non-choreographed breakout of “dance” in a variety of costumes. Move over Psy, Gangnam Style is out.  Now, we are crazed by the Harlem Shake.

ku harlemCollege baseball teams, celebrities and high school clubs have Harlem Shake videos. Start-ups and tech companies have created their version of the Harlem Shake. Gyms, mega brands and skateboard makers have a video. College campuses are doing the shake. Media companies, the military and even the newsroom have created their own version. From all around the world, the Harlem Shake is shaking it up!

There are no skills required, just one song, a video camera, and a costume. It is self-evident dance skills are NOT a prerequisite. In fact, the less skills the better. Even Beanie Babies are making a comeback with their Harlem Shake.

Who knows how long the Harlem Shake madness will continue.  It may be short lived and over before the real March Madness begins or it may go on for a long time.  Regardless, it is time to jump on the bandwagon. Avoid the critics, naysayer and those that don’t get it.  They won’t and it doesn’t matter. The benefits of making the video outweigh those that will forever be refusing to play along. We need to lighten up, have some fun and laugh! It’s time. It’s time to Harlem Shake.

Here are a few of the reasons why you should convince your friends, colleagues or teammates to make a 30 second video:

1.  Creativity – We all have an inner desire to use our creative skills and what better way to express yourself then dressing up and dancing with your friends at work.  Let the creative juices flow. We need a way to express ourselves and sometimes casual Friday’s aren’t enough. Let the creative side of your business take center stage and watch in amusement at all the pent up imagination in your office.

2.  Team Building – A company that dances together, stays together. There is a reason to get everyone out of their chair for 30 seconds of craziness.  It’s uplifting and rewarding to know you can work hard and play hard together. Show your spontaneity. We are all under a lot of stress to deliver, on time or ahead of schedule. What better way to be all in “it” together!

3.  Cooperation – Everyone has a role in the video.There are no superstars. Whether you put a banana peel on your head or give heart-to-heart resuscitation to a stuffed dinosaur, there is a place for you in the breakout version. All you have to do is show up and shake.  When is the last time you could get an entire group to center on a single initiative?  Cooperation is underrated.  It might spill over into other projects or initiatives.

4.  Culture – Who knew your workmates were so much fun?  Who knew that all your workmates had a costume waiting to be worn?  One is not to question the attire, simply let the values you post on your website standout in a 30 second commercial of your diversity in action. Show why you are a best place to work.

5.  Fun  All business, all the time is so 80s.  Let it go. We want to laugh with each other, we want to shed tears of joy, we want to get up and dance! If we enjoy what we do, we will do better. Give everyone the gift of having fun together. Recruiting might be a little easier when employees are talking about how much they love their job.

6. Promotion – Maybe, just maybe you create a video and it gets millions of views. Out of curiosity, a few of the million viewers then go to your website to find out more about the cool, fun people in the video. A little PR never hurts any business. Give us a positive reason to talk about you.

It is time to shake it up! Happiness is contagious. Get the crew together, make a video and add to our entertainment. We are searching out the videos. Do it before the craze is over and we are on to the next. We are laughing and we love watching you have make fun together.  It says a lot about your business.

Jamie Glass, Founder, President and CMO of Artful Thinkers

2013 Marketing Forecast Report Summary by Software Advice

Guest Post by Software Advice, Ashley Verrill

Traditional forms of marketing, such as direct mail, print and television advertising, continue to fall out of favor with business-to-business marketers, according to our recently-released Software Advice report.

We received responses from 155 primarily executive-level marketers in a poll we called the B2B Demand Generation Benchmark Survey. They were asked about spending plans for the New Year; as well as which channels, content and offers they find most powerful for producing quality and quantity of leads.

The sample included primarily smaller businesses, with marketing budgets of $250,000 or less, although there was some representation in the tiers up to $100 million in marketing spend. The sample was also primarily from technology companies with less than 100 people.

01-channel-popularityOne of the first things we discovered were the most popularly-used channels. Email marketing to a house list came in as the most-used channel, followed by search engine optimization, social media (not ads) and trade shows.

These results reflect an increased focus on what’s popularly called “inbound marketing,” or driving traffic to your site from customers already searching for your product. Many times these channels are also lower cost. You’ll notice a correlation between the cost per lead of each channel and their popularity in the chart below. Trade shows was one exception to this trend.

04-cost-per-channelOne thing marketers need to be careful about, however, is the quality of leads from these channels. Even if the cost is low, it’s important that your return on investment translates over into the kinds of leads your getting from each channel. Lead scoring is one good way to measure this quality. This usually includes gauging factors such as the decision-making power of the contact, their purchase timeline, budget, industry, or what kinds of content they’ve interacted with or downloaded.

“If you just look at a program on the surface from a solely cost perspective you might never realize it’s just not bringing back the right people. You could end up with a whole database full of contacts of people that will probably never buy from you,” said Elle Woulfe, marketing programs director for Eloqua.

In this regard, the sample agreed that in-house email marketing and SEO provide the most high-quality leads because they are prospects that have proactively sought out your company or product. They’ve clicked on a link, and want to consume something that you are offering. While social media is popular, it has yet to produce such quality leads, at least as consistently as other channels.

Also interesting, 3rd-party lead originators and search engine advertising received the largest percentage of votes for being high quantity channels, yet they didn’t score high on the popularity scale. This is likely due to cost, but again these are often really high quality leads. Marketers should look at the total cost-to-spend ratio.

Despite marketers admitting social media doesn’t produce quality or quantities of leads on a consistent basis, the channel received among the highest percentage of votes for elevated spending in 2013. This more likely to do with the buzz than anything else.

10-future-spend-channelEven if you are a director of marketing and see how all of these programs perform, likely a CMO ahead of you is saying, “You need invest in these programs because that’s what everyone is doing.”

For questions about content, marketers didn’t mirror the trend as far as prioritizing high quality or quantity of leads. Videos, for example, was listed as the second most popular, yet didn’t score well on our scale for quality or quantity.

This is likely due large part to the marketers need to produce content in a way that customers want to consume it. Videos are popular because people don’t have as much time to read.

Content success has a lot to do with where you are targeting customers in the sales funnel. A video testimonial from a customer, for example, could convert really well for high-scoring leads that are near the end of the sales funnel.

Alternatively, a lot of content is used pre-funnel and not meant to be highly-converting. It’s more about getting the customer educated and developing preference over time. For this reason, a one-size fits all approach to content can backfire. You need to measure success against varying goals.

Guest Post by Ashley Verrill
Ashley Verrill is a market analyst with Software Advice. She has spent the last six years reporting and writing business news and strategy features. Her work has appeared in myriad publications including Inc., Upstart Business Journal, the Austin Business Journal and the North Bay Business Journal. Before joining Software Advice in 2012, she worked in sales management and advertising. She is a University of Texas graduate with a bachelor’s degree in journalism.