Interpersonal Business

Vol. XC

Dear Manager,

These events have been embedded in our culture, and we adjust our schedules around them. Many organizations plan all year for a single event. With their historical models well established over years or decades, the clients of these organizations learn to anticipate, and have even been trained to plan around, the established time lines. What if ones historic marketing agenda, now well entrenched, no longer meets the needs and objectives of the organization?

I recently became involved with an organization that found itself faced with this exact dilemma. Their marketing team worked all year for a single event, while preparing for and promoting the next year’s event throughout the balance of the year. Their historic model allowed clients to postpone commitments until the eleventh hour (the eleventh month in this case) prior to closing the door. And even then, the door seemed to remain slightly ajar.

This scenario created havoc for both marketing and production. The last month was chaotic as sales, marketing, and production tried to squeeze in last minute participants. Production was never sure of final inventory until the last possible minute, staffing requirements were in constant ebb and flow until the end, finance had little guarantee that this year’s event the degree of profit, and the organization’s stamina and morale spiraled downward.

Not only did production find itself in a sense of panic as the months wore on, but the quality of services provided held the potential to be critically diminished. This was certainly not the intent; it simply became the byproduct.

And yet, this had been the historic marketing schedule for decades. As someone looking in from the outside, I found this scenario to be truly puzzling.

CREATURES OF HABIT

It’s human nature to delay decisions relating to commitment until the very last opportunity, if allowed to do so. Particularly in these unstable times, why would you possibly want to make a commitment if you weren’t required to do so? The clients of this organization had been quite well trained over a period of years that not only was this time line acceptable, but it could also be anticipated. Effectively, this marketing strategy placed the organization in a position of waiting for leftovers and scraping the change off the table.

There was built in frustration and anxiety in this marketing schedule as pressure built to meet the organization’s annual objective. Their marketing plan showed no sense of urgency, no exclusivity and created no position of strength in the marketplace. There was no wonder that both production and finance were left holding the bag.

Because it had “always been done this way,” there was great reluctance for the marketing department to acknowledge, let alone address, this problem. When the observation was made that this scenario would only continue to create the same results, the reaction was to defend and deny.

This organization was definitely in need of a “marketing makeover!” It could only take place, however, if marketing would take full ownership of the current problem and take full ownership of the solution.

CREATING A SENSE OF URGENCY

It was suggested that the organization develop a three-year plan to transform their marketing structure. After years of reinforcing the acceptability of their “former marketing plan,” this organization couldn’t simply flip the switch and announce: “This is the new deal.” Clients would need to be strategically re-educated about the advantages in making their commitments much earlier in the marketing cycle.

The strategy involved the promotion and publication of a revised time line for sales and marketing to work toward in the first year. Once clients became “retrained,” it would likely be in the second year that participation increased. By year three, it would be understood and accepted by all parties that the time line had been fully executed, and full participation could be anticipated.

SO WHAT’S IN IT FOR ME?

To best position this new marketing model, real or perceived advantages would need to be established. If, in fact, clients’ commitments could be made months prior to the current time line, would there be reduced fixed costs and efficiencies that could be realized and quantified? If true, would there be value in passing along a portion of these cost savings, thus rewarding customers for their timely participation? Would it be possible to establish a two-tiered pricing structure in the first year, giving clients the option and the value in their decision to participate?

This organization also had the ability to reward its clients with valuable free incentives to affiliated events throughout the year. Would it be possible to institute an element of prestige for those willing to make an early commitment? This created the opportunity to offer “premiere status” to clients with the desire and ability to participate in its first phase. Everyone likes to be acknowledged and appreciated; often the cost to do so can be relatively insignificant.

SENSE OF EXCLUSIVITY

While never enjoying a “sell out,” this organization had very real and quantifiable limitations in its ability to meet the needs of their potential new marketplace. This had never been addressed in any form with their clients. From the clients’ perspective there was unlimited capacity, but in reality only a limited number of clients could be “allowed” to participate in a given year. This would need to be very carefully integrated into the marketing plan. It should be anticipated that a waiting list would be likely once implementation of this new marketing plan had been fully executed.

Clearly, this was a complete reversal in strategy for this organization. This case study is not unlike those I’ve seen addressed by other organizations and industries over the years. While we might find ourselves criticizing our customers for their lack of urgency and inability to make a commitment, we need look no further than to those of us who have trained them.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2012. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.COM as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. LXXXVIV

Dear Manager,

I believe that business culture in America has lost an element of respect for time. With individuals seemingly being “expected” to give more and more to meet today’s multi tasking standards, there’s an element of despondency in fulfilling all of the personal and professional requirements in their lives. If the scenario becomes hopeless, it can easily evolve to a state of “what difference does it make anyway” and, yes, a lack of respect for this commodity we call time.

While I’ve met a number of individuals who’ve tackled this concern, they seem to be the exception. This month’s issue proposes that individuals must address this problem if they are to reach the Promised Land of fulfillment. Once again, I’m speaking from experience!

I’ve seen friends and associates with anguished, almost sullen expressions, as it relates to their day-to-day realities and sense of responsibility. Their “to do” lists are overwhelmed with messages to return, emails to respond to, and under-whelmed with very little personal opportunity to effectively and creatively manage their organizations. In this scenario, all fundamental respect for time has been lost. My own observations would suggest this issue has only intensified in recent years. If, indeed, individuals can lose respect for their own time, how can they possibly hold:

RESPECT FOR OTHERS’ TIME?

It’s true. I think we all find ourselves frustrated by those who fail to hold any regard and respect for our time. Be it a doctor appointment, meetings with clients, or the very simplest courtesy of a returned phone call. What was once an inconvenience has now become much more common place. I’m here to suggest we shouldn’t accept this in ourselves or in others. This single factor, this lack of respect for time, is professionally and economically costly to American business.

How often have opportunities been lost for the simple reason that individuals have shown a lack of professional follow up and execution? How many doors, ever so briefly opened, were closed? Whether we admit it or not, there’s a surprising number of important decisions made with limited or incomplete information, because someone didn’t take the time to return a phone call.

PRODUCTIVITY VS. EFFICIENCY

There’s no question that we, as professionals, are much more productive than in the past. Commonplace technology and tools have had an extraordinary and positive effect over the past decade. These tools now provide us with the reality of being connected 24/7 if so desired. Are we thirty percent more productive than ten years ago; at some level has our culture “taken us for a ride?”

The daily use of these tools, and their relationship to productivity, is too often misconstrued to mean that we are, in equal parts, much more efficient. In fact, just the opposite is true. Simply because we may be more productive in no way implies we are any more efficient. Tools can only provide increased productivity, while efficiency is a direct and quantifiable reflection of one’s own personal discipline. It’s the evidence of who/what controls and defines ones schedule: ones technology or ones intellect.

In the new age of technology, this distinction has become blurred. The problem with an evaluation based on productivity is that there can be no true quantification of having fulfilled ones potential. We can all give an additional ten minutes today, add ten more minutes tomorrow, and on, and on, and on. There’s no beginning, no end, and ultimately no fulfillment.

Efficiency, on the other hand, is synonymous with discipline and personal control, regardless of any potential for increased productivity. I’ve often heard the lament, “I ‘have to’ do this; there’s no way to consider a vacation this year, there just isn’t ever enough time.”

THE FIRST AND ONLY RULE OF ONES SCHEDULE

A schedule can only have one “owner,” and that’s YOU! There are no excuses, rationalizations, justifications, defenses, or apologies acceptable. We are not only responsible for our personal and professional schedules, but also the implications of how this ownership demonstrates itself. How many times have we heard excuses, only to come to our own conclusion: “Your choices, and their reflection on your actions, have become very clear to me, and have been noted for future reference and consideration.”

TRUTH AND CONSEQUENCE

I learned that our need and appetite for time is insatiable. An eight-day week would no more meet our needs than seven. I realized, in fact, that the world would not collapse with ones periodic absence and, with very few exceptions, with ones eventual and “ultimate” appointment. It’s liberating to know that “no” is an acceptable answer. I also realized that important aspects of one’s professional schedule could, in fact, adjust to varied personal and professional priorities.

We have been given the opportunity to enjoy a new level of productivity. What better time to evaluate each of our own schedules and priorities on a daily and annual basis? I see the anguish in the unknown faces at the airport; I see it in the known faces of some of my clients. We now have all the tools. The only piece missing is in the personal resolve to translate new priorities with higher efficiency and improved discipline. The greatest advantage held by the best and most contented managers I know is that they have figured this out.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2012. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.COM as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. LXXXVIII

Dear Manager,

The real question becomes, are we truly better prepared? Difficult times require us to raise the bar to meet all challenges or, in fact, we won’t be around to worry one way or the other! Most all of us have taken a shot; the business climate has certainly gotten our attention. Yes, the potential for a positive transition is always within our grasp. Past avenues must now be reviewed, and adjustments are likely to be required to endure and flourish in a new marketplace.

A few issues back, I discussed the effect of the predictability quotient on managing our staff in challenging times; we can all become a bit tooooo consistent. Can it also be time to put a new face on how we communicate, not only with our staff, but also with our customers, business alliances, and the marketplace as a whole?

This, too, is worth a new era evaluation. Logos get tired, standard sales promotions get stale, advertising gets dated, and even new product introductions can begin to look like the “same-old-same-old.” My own experience suggests predictability and ones complacency can seep in long before its reality becomes obvious.

CONVENTIONAL WISDOM …

… would suggest we maximize our promotional budgets to gain the greatest potential return on investment. This is where predictability and promotional investment decisions, based on prior and successful economic scenarios, may no longer be relevant. If this is one of the most difficult climates in our professional careers, all prior marketing decisions for your company MUST now be re-evaluated relative to current climates. If marketing budgets seem to be diminishing, this further suggests that “bang for your buck” is essential in more challenging times.

UNCONVENTIONAL WISDOM …

… would suggest it’s time to stick your neck out a bit further. If your company’s marketing strategies are past their “freshness date,” it’s is also very, very likely that many of your competitors are unknowingly in a similar position. This can be the very best possible time to step out of the pack by distinguishing yourself as well, yes, a bit “unconventional.”

Most companies promote themselves online, through trade shows, product promotions and releases, trade advertising, via email campaigns and by word of mouth. Yada, yada, yada, – it’s more and more of the same. Are these marketing efforts inspiring the market, capturing the imagination of your clients, and creating critical mass?

UPSIDE DOWN INSPIRATION

Some of you may have heard of Bill Veek. He was the promoters’ promoter of baseball in both the minor and major leagues. This is the man who created a near riot at Comiskey Park for his “Disco Destruction” night in Chicago. OK, the White Socks did end up having to forfeit the game due to the unanticipated riotous level of inspired “disco destruction,” but few could deny the night set an unconventional foundation for future Veek antics. Bill’s eccentricities, and those of his son, are legendary. One promotion a few years back was to set a record for the fewest fans to watch a professional minor league baseball game. The fans were locked outside the gates until the seventh inning, when the game became official, then let in to celebrate the accomplishment!!

When was the last time you entertained a marketing meeting with the sole intent of being different, creating true innovation, being willing to take some risk, let alone thinking upside down? In all my years of business, this type of “extravaganza,” properly orchestrated, can truly be one of the most exhilarating business “happenings.”

CHECK THAT GUEST LIST

It’s essential that only those individuals who thrive in this eccentric environment be in attendance. You’d never invite your mother to a wet t-shirt contest! One of the easiest ways for an event of this nature to self destruct is for the mix of individuals in attendance to be in conflict with your true objective: intellectual chaos. It’s a rare breed, those who are unencumbered by “conventional wisdom.” They have the self-confidence to visualize, express, and assume partnership with unconventional thought. All it takes is one myopic personal agenda to quash the inspiration of other individuals, not to mention the whole group.

Begin by establishing the ground rules. The first rule is that no individual thought will be ridiculed or diminished in any way. The second rule suggests the objective is to create total innovation and substance to the eventual, and totally unknown, outcome of your meeting. Egos must be checked at the door if the sole objective is to foster communication and “ultra innovation.” If need be, participants should be “red flagged,” and possibly excused, in order to protect the inspiration and innovation of the whole.

While seeming drastic, this clearly sets the stage for unencumbered, unbridled thought and dialog. I’ve participated in meetings of this type yet, on occasion, the guest list was poorly thought out and the effort’s potential was ultimately diminished.

CHAOS BEGINS AT THE BEGINNING

Review the current marketing efforts in place and their historic cycles of execution. Which of these cycles will continue to provide significant return, and which of these cycles are in place out of simple redundancy or unjustified industry standards? What will ignite an “industry buzz” and generate conversation? Will it be further extended word of mouth: your least expensive form of marketing potential?

Would (or should) it be possible to launch products or promotions prior to the current industry expectations? Is it possible to stage a promotion over a period of days, weeks, or months that would build anticipation and excitement to an otherwise more predictable introduction? This could be accomplished with daily/weekly emails, or in faxes providing expanded promotions and recognition.

Are there products, or categories of products, whose sales are so spectacular that a totally “no risk” guarantee promotion is in order? Are there one-time discounts, terms, or incentives that can be easily justified in order to gain placement and momentum? Can you find some “free stuff” or “cash” that holds more value as a promotion than in its current form?

Now, let’s fall even further off the cliff. Are there one-time, or a series of “upside down” marketing strategies or incentives that, to your knowledge, have never been tried? This is where off-the-wall inspiration will begin to serve the group well. One “ridiculous thought” after another will bubble to the surface. I’ve found that each of these thoughts serves as a springboard for second and third generation thoughts that may indeed be the gem with truly amazing potential. The scenario goes, “Gee that’s a great thought, but what if we used it in this context? Yeah, and we tie it in with this product category to maximize its potential.” Once momentum takes hold, you’ll be amazed with where it leads you. Be sure to have someone taking detailed notes for further review in a smaller forum!

Finally, are there any strategic alliances with companies who share a similar agenda to yours? One of the best promotions I’ve seen was a national office supply store’s offer of a 5% donation of all purchase amounts to be given to the school of a customer’s choice. Tell me a parent who wouldn’t be motivated by such an offer during their back to school shopping. The incremental sales growth was substantial, effectively negating the additional discount. Additionally, this corporation established themselves as being very supportive of the community. And where do you think all of the schools and teachers shopped for supplies this past fall? Brilliant, unconventional, and very effective.

May these thoughts inspire and propel you, and your company, into an outrageously spectacular outcome.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2012. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.COM as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. LXXXVII

Dear Manager,

This oasis has become a sanctuary for me, my writing, and a window on the world that can be difficult to find at home. While the resort is very beautiful, it’s all about the people, the friendships, memories and the quality of life that’s always captured my imagination. It’s been a rewarding study of a culture in great contrast to my own. I’ve learned a great deal from this culture, and am convinced its essence and purity have impacted both my professional and writing philosophies. A few years ago as Sally and I arrived one October, we had no idea that within just a few days, our oasis would be in great jeopardy.

The Mexican people living in their native land are one of the most intriguing peoples I’ve ever known. They are a people who have, in many ways, accepted and flourished with the very little provided them by the Mexican government. Entitlement, as a word, can’t be translated into their native tongue. Clearly, this is one of the greatest contrasts to the expectations held by our American society.

Of equal (perhaps greater) contrast is the average wage of $5.00 or less per day. This is why tourism, its economics – and yes tips – are so essential to the Mexican food chain. Certainly there is corruption, but this is consistent with nations whose limited resources are overshadowed by poverty. I find this to be a footnote in the grand scope of a people I admire greatly, and a culture whose characteristics and priorities may be much more grounded than our own.

I’ve asked myself over these many years, how can a culture and people with seemingly so little opportunity by American standards find such rich fulfillment, and inspiring contentment? How does one bottle it and take through Customs to the United States? How would they react if what “little they had” were, indeed, placed in jeopardy?

On our fourth day there that October, we were warned that Hurricane Kenna (I know . . . what are the chances?) was heading our way the next day. Hurricanes are almost nonexistent in Puerto Vallarta, because Bandaras Bay and its ring of mountains this has historically sheltered this area from harm’s way. Effectively, the eye of the storm would require a pilot boat to successfully navigate a small inlet in the bay to reach the city.

Since few storms have impacted the city in the past, certainly placing sand bags at the sea wall gate “would deter any high water.” I spotted four at our gate prior to retiring to bed that night. By morning, the winds and waves had picked up; we were all preparing to watch the effects of an exciting storm. Kenna had been upgraded to a category five hurricane, but still there was little concern as breakfast was being served in the palapa just a few feet from the beach.

Within minutes of sitting down, there was a distinct transition in the barometric pressure, the wind and rains picked up, waves could now be seen swelling up to thirty feet. The sea wall, not to mention the bags, was overwhelmed by the tidal surge. The Mexican staff immediately announced an evacuation of the resort’s first two floors. Five minutes later, a second evacuation had been announced for the entire building. We literally ran through the street to a shelter in a nearby convention center to wait out the storm.

Many of the resort staff stayed behind to secure the facility, and to insure that all guests had, in fact, been evacuated. Their own families were now at great risk; many homes are not constructed to weather a storm of this magnitude. We waited five dark hours in our evacuation facility. We had no idea of what to expect or when we would be able to return to our resort.

Staff brought bread, juice and water to take the edge off our lack of breakfast. Runners were sent back and forth to update us of the plans in motion. Their single priority was our safety and comfort in a very difficult and unanticipated set of circumstances. There had been no practice runs; this was the real deal, and it had to be executed as if it was a common occurrence. It was.

By mid afternoon we were allowed back in the resort, and each guest was accounted for and escorted back to their rooms. We immediately went to the balcony of our seventh floor room to assess the damages. Waves of sand had completely flooded the pool, restaurant, and common areas, which were 100 yards from the ocean. Refrigerators from the restaurant had been picked up and swept fifty feet. Palm trees on the beach were down, their root structures completely exposed. Once the tides receded, the entire ocean side of the resort was left with from six to twenty-four inches of sand. The lush green was now gray. It was a devastating scene.

It was now time for the very best of what humanity can provide. Mother Nature and the sea had taken ownership of our resort; it was time for the guests and staff to take back this ownership. While all sixty condominiums had a broom and dustpan, the resort only owned three shovels and one wheelbarrow. Over eighty guests and staff pitched in with buckets, hoses, pots & pans – any primitive tool that could be scavenged and used to make a personal impact. With sunset only five hours away, the sense of urgency was well at hand.

It felt like an old-fashioned barn-raising; it also felt like moving a mountain of sand with soup spoons. By sunset, one of the prettiest in days, nearly 70% of the restaurant and pool deck areas had been liberated from the sea’s unwelcome gift. With dinner and drinks on the house, and the sense of satisfaction and relief felt by all, it was a memorable day for all of us. We had all learned something new about ourselves, the Mexican culture, and our fellow Americans.

With daybreak came a realization that “the perfect storm” had indeed hit Vallarta. The city’s two-mile boardwalk and its retaining wall had been overwhelmed and demolished, along with all of its shops and restaurants. Boats and cars were now resting in furniture stores and banks, and villages to the north were completely destroyed. Many ocean front hotels were flooded, to be closed for a month or more; some have never re-opened. A fragile economy, a financially deprived culture and its people had faced a significant setback. It was very sobering.

Within days, huge progress had been made. I wouldn’t hesitate to recommend – no, I would encourage – visiting Puerto Vallarta, for it will always be a slice of heaven. There’s something to be learned, and brought home, on each of my many visits to this wonderful place. It’s a culture of harmony and genuine happiness; a more measured pace that the world as a civilization can learn from. Mexico continues to grow and modernize thanks to its neighbors to the north. We also have much to learn, and we have no further to look than to the south.

This is a society that suggests family values and friendships are the singular priority and true meaning of life. These are children and parents who, as a family, have all learned how to genuinely smile from their heart and through their eyes. We can learn from a culture that rewards simple values, hard work, and living within ones needs and means. I feel honored and privileged to have been given the opportunity to have once again been its student.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2012. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM