Archive for June, 2007

PERSPECTIVES - Market to Every Member of a Decision-making Committee

June 26, 2007

Monday, June 25, 2007

When selling to committees, take time to talk to each individual involved in the decision making process. Listen to each person’s concerns. Presell each decision maker in terms of those concerns. When meeting the committee as a whole, demonstrate how you are providing adequate balance to ensure that each concern is met.

If a governing board is responsible for the decision, be sure to obtain an invitation to attend the board meeting in which your association or contract will be discussed. Prompt the staff member who handles the agenda items. Indicate to them frankly that the meeting is important to you and that you need to be present. The board would prefer to talk to you and you will have the opportunity to sell yourself. Don’t rely on someone else to communicate your important messages.

Semper Fi

Until next time.

L. Darryl Armstrong

Armstrong and Associates

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Perspectives - Market only to decision makers

June 21, 2007

21 June 2007 

Pre-qualify your prospects by asking them if they are in a position to make a commitment for your services — provided, of course, you can demonstrate a cost-efficient method for solving their problems. Don’t be hesitant to insist that you meet directly with the decision makers. Spending time with guards to the palace gate is wasting your time and theirs. Also, you can’t depend on these people to present your ideas correctly. Remember, kings only meet with kings.

Until next time.

L. Darryl Armstrong

Armstrong and Associates

  
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Research, experience and common sense - allows you to build memorable ads

June 19, 2007

  19 June 2007
 

Recently, I completed a series of focus groups for a company that wanted responses from consumers on three ads they had run about their services. The focus group in less than 90-minutes confirmed what most of us know from common sense — you really don’t have to spend a lot of money to create memorable ads but you do have to design ads that can be remembered, are consistently used to market your goods and services and that explain clearly what the benefit is for the customer. 

Kim Gordon, a reporter for Entrepreneur magazine, says every ad must do four things: 1) engage prospects; 2) add color and contrast; and 3) communicate frequently; and 4) use memorable benefits.

  

Integrate it into memory

The more time someone spends with your ad, the more likely they will remember it, Gordon says.

“When people actually stop and take time to process an ad — they see it, feel it and integrate it then it leads to better memory storage,” says Elizabeth F. Loftus, University of California, Irvine. Loftus is a distinguished professor of psychology, and an author of 21 books and an expert on memory.

“The best ads get the advertiser or brand into the minds of prospects as they consider different possibilities,” Gordon notes.

  

Get prospects to spend more time

How can you get prospects to spend more time with your ads?

The most memorable print ads have messages that grab the reader, says Philip W. Sawyer, director of Starch Communications, a testing firm specializing in readership studies.

Ads that include headlines, which contain a benefit and a strong visual focal point, such as a close-up of a model looking directly at you work best.

For magazines one large photo works best, while in newspapers, you can use multi-product visuals.

A Starch Communications study on behalf of the Newspaper Association of America showed that when three-quarters of ad space was devoted to illustrations, recognition rates improved by 50 percent.

  

Add color and contrast

High-contrast images also boost recognition in magazines.

When Starch Communications tested two identical ads for Stolichnaya vodka–one with a white background and another with a black background–twice as many people remembered seeing the version with the black background, even though everything else in the ad was the same.

Testing also shows that, on average, larger ads in print media are more memorable. However, a creative ad in a small space can be more memorable than a so-so one that takes up a full page.

Sky blue, golden yellow and shades of blue-green enhance readers’ ability to remember ads that are run in print media. Red is a good spot color in newspapers, where Sawyer says color increases recognition by 20 percent.

However, there is new information about four-color ads in magazines: A few years ago, color ads earned 24 percent higher recognition scores than black-and-white ads. Now, full-page black-and-white campaigns are breaking through the clutter, and four-color ads have lost their advantage.

  

Repetition is essential

If you don’t repeat ads you will not get the results you want. Jay Levinson, the Father of Guerilla Marketing is emphatic when he says that research shows a reader must see your message at least 27 times before it is integrated into the decision making process.

Repetition also is important for readers to remember the ad.

At the Washington University School of Medicine in St. Louis, psychologist Mark E. Wheeler conducted a study of memory in which a word was paired with a picture or sound many times over several days to test subjects’ recognition rates.

He says exposure to information in different contexts helps you remember it.

Therefore, when you see a message in different formats, such as a print ad, a billboard and a TV commercial, he says, “You associate the different impressions and that helps you retrieve the information when you need it.”

  

Use memorable benefits

What’s in it for me?

Ads that grab and hold a prospect’s attention are those that immediately communicate a benefit that answers that question.

The bottom line, says Sawyer, is that features aren’t memorable while benefits are.

“If you have a headline that states a benefit, people will read it, remember it and clip it out of the magazine or newspaper and hold onto it. That’s the key.”

Until next time.

L. Darryl Armstrong

Armstrong and Associates

  
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Why Power Point Presentations Bore Us — The Dreaded 3P!

June 16, 2007

Saturday, June 16, 2007

Recently, Robert Middleton, http://www.actionplan.com/ reminded me why we must get away from power point presentations, or as I call it the dreaded 3P!

We have found ourselves in the business world so concerned about being politically correct, well practiced and prepared for anything that we have forgotten that all presentations to be effective must be heard, they must be engaging, and they must be interesting enough to listen to when the speaker is delivering the information.

Middleton doesn’t use power point presentations (3P).

He has convinced me that I will not use them much any more either, except when I am faced with the CEO who will have it no other way.

When making a presentation to our audience, even if it is an informational and educational piece, the objective should be to get the audience to understand and appreciate our point of view.

We are faced with the challenge of getting the listener to, at the least, understand our position and be sympathetic to it.

Power point presentation, no matter how well done they are, simply won’t accomplish that for you.

Middleton points out that this is what you must do to persuade the audience to your viewpoint.

  

Have a Purpose

The presentation must be an organized set of points. It is best told as a story, and certainly here in West Kentucky we understand the importance of good story telling. The story must have a theme (a reason) for being told and it must lead to a logical conclusion.

  

Start with a Problem

Your audience will listen to you, if you explain to them the problem at hand. What is at risk if the problem is not solved? Make it clear how the problem is not only your problem but their problem as well. What happens to them if they don’t fix the problem?

  

Direct Them Towards a Payoff

Remember our audience is interested only in the WIIFM - “What’s in it for them (me)?” If you can clearly explain what they can get out of doing, whatever it is you want them to do, and how it benefits them if they do it, then you have them hooked and will have their “buy-in.” Paint their future for them and explain the “payoff” clearly and how it will look, feel, sound and be different when they have completed the tasks.

  

Explain What They Need to Do

The main focus of the presentation should be this. Outline your approach in detail and how to take each step forward. This is where most people feel compelled to do the dreaded 3P. However, you don’t need fancy slides, or even any slides to get this done. Simply, think clearly, outline the points, use good logic and lots of engaging stories to make your points.

  

Ask for Action

Make your case and then ask them to take the next step forward with you. Ask the audience to adopt your position, take your stand, and take the next step as you have clearly outlined it.

  

Be Spontaneous

If you have a good story to tell, that makes your case and a good presentation to give, you can stop being worried about being careful. When we are authentic with ourselves, and our audience, both parties know it, understand it, feel it, hear it in our language and see it in our actions.

Therefore, the dreaded 3P, as Middleton notes, is simply not needed.

I concur.

Until next time.

L. Darryl Armstrong

Armstrong and Associates

  
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We can learn many life lessons from Maria Ortega

June 10, 2007

June 9, 2007

RIVERSIDE, CA — Corner of Main Street and Mission Inn Avenue.

You can’t but help liking southern California. For a good ole southern boy like myself, coming here is always a treat. The people and climate are different from the South and I find I listen more intently and watch more closely those around me — living and learning still at 56 years old.

Kay produces an educational event for Lockheed Martin here at Longfellow Elementary School where Maria Ortega has been principal for the past eight years. This will be the 9th year we have provided such an educational outreach activity for the inner city school children in Riverside.

Probably of all the events over the years that I have participated in or helped Kay produce, this one always warms my heart more than any other.

I have pondered the reasons why this is many times and always come back to one conclusion — Maria Ortega.

Maria is married to Louis and they have a 12-year old daughter, and tonight (Saturday) she will entertain, host and ensure the safety of 25 of her daughter’s friends, who will be spending overnight at her daughter’s birthday party.

On Monday, she will return to Longfellow Elementary, an inner city school nestled at the foot of the mountains in Riverside, and surrounded by low-income yet exceptionally well-kept homes in this setting and it is here that she will ensure the education and safety of her charges.

I assure you that will frequently see this 5′5″ lady frequently smiling at various things that life presents her, be it 25 kids for a sleep over, an 8-year old deeply troubled child, who requires high levels of attention, or a special event that overtakes her school for an entire day.

Maria is one of those truly unique people that when challenges are presented, whatever they be, she finds a way to go around, go over, go under or head-on into them.

She inspires and motivates by example.

When you see her lovingly talking to her children you recognize that there are still people in our public school systems that do care about our children and that will go that extra mile to help our kids become the best they can be.

Maria’s children are inner city. Many of them are homeless, come from one parent families, are being raised by their grandparents or relatives, have seen drugs, alcohol, meth and other addictions up close and personal.

Many of these children have been abused, neglected and are growing up in a hard life and without the inspiration of elders like Maria would have no sense that their future could look different than their past.

Maria teaches by example.

When a child is hurting, she is there to hug. When a child needs discipline, she is there with the firm word and explanation of why such behavior is not acceptable. When a child needs insight, she asks for the child’s feelings and shares her own. And when a child needs to know without any doubt they are loved there is no hesitation to show and tell them that most assuredly they are.

I have always counseled my clients that leadership starts at the top of an organization.

I believe that you can tell within minutes of entering any organization and talking to the “person in charge” what type of culture the organization is all about and if there is leadership present or not.

A leader is motivating, inspiring, focused, compassionate, committed to their people, an exemplary listener, mission driven, and visionary.

Longfellow Elementary has one of the finest leaders I have ever had the privilege of working with and knowing.

And suffice it to say that in my dictionary, you will see a picture of Maria Ortega beside the definition of leadership and she is why my heart is always warmed when I come to Riverside.

We couldn’t be more thankful than to have the opportunity to work with her.

Until next time.

L. Darryl Armstrong

ARMSTRONG and Associates

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Perspectives - Market only to decision makers

June 8, 2007

 Pre-qualify your prospects by asking them if they are in a position to make a commitment for your services — provided, of course, you can demonstrate a cost-efficient method for solving their problems. Don’t be hesitant to insist that you meet directly with the decision makers. Spending time with guards to the palace gate is wasting your time and theirs. Also, you can’t depend on these people to present your ideas correctly. Remember, kings only meet with kings. 

Until next time.

L. Darryl Armstrong

Armstrong and Associates

Spread the word

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Market your services on a regular basis

June 6, 2007

“Devote between 15 and 25% of your working hours to marketing your services”, says the late Howard Shenson, the nationally known and respected Consultant’s Consultant.

The time to market is NOT when you have run out of clients. Market on a regular and consistent basis. Most professionals prefer to spend their time doing creative or technical work. They find all sorts of “creative avoidance” excuses to put off their marketing and selling. They will tell you they are too busy taking care of clients or doing research. However, truly successful professionals recognize that acquiring business is just as important as serving clients.

If Wednesday is marketing day, then Wednesday must only be spent on marketing, regardless of the demands that clients make. Professionals who market consistently can enjoy higher incomes than those who market only when they run out of clients.

If you have difficulty finding time to market while serving clients on a timely basis, then it is time to expand your services by hiring an assistant or by developing subcontractor relationships that can help you.

Until next time.

L. Darryl Armstrong

Armstrong and Associates

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When good people set out to do the right thing, in the right way and with passion and conviction they invariably succeed

June 4, 2007

June 2, 2007
Marshy Point Nature Center Festival, Middle River, Maryland

Kay and I are honored today to be a part of the festival here on the bay near Middle River, Maryland. We are working this event on behalf of our client Lockheed Martin. Lockheed Martin is voluntarily cleaning up some environmental issues at their facilities in Middle River.

We are attending and participating in this festival to keep the public informed about that work. The two of us are staffing a tabletop display under a tent with weather in the 80s accompanied by a bright sun, lots of humidity and horse flies.

I remarked to Kay that when I arrived here today that this is reminiscent of my days when I worked with the Tennessee Valley Authority at Land Between The Lakes (LBL). This was during the 1970s and at that time TVA clearly understood the importance of their mission to educate youngsters about the environment. It was a part of the very heart and soul of the agency.

Many of my favorite memories are from the LBL days and many of the important learnings from that part of my career still resonant and influence the way we conduct our own business today.

I learned early from those experiences that an informed and educated audience is one that will work with you to accomplish even the most difficult of tasks even under the most difficult of circumstances.

It was through the vision of educators such as John Paulk, Lynn Hodges and Larry Contri that LBL came to be known for the decades of the 70s as the place to bring your child, if you wanted them to learn about the environment.

TVA, LBL, and indeed the entire region of western Kentucky, owe these pioneering environmental educators may thanks for their groundbreaking and diligent work.

Today, the USFS touts its “new” efforts to educate children on environmental issues. They make much fodder of the “grants” they have received to do this work. Much like TVA did for 30 some years, the USFS now struggles to gain credibility with the regional stakeholders and the users of the national recreation area.

Their work is noted and appreciated.

It is good work begun years ago by people who understood the importance of teaching students, who are now my age and older, that we should respect our environment and learn to live with it.

The early educators didn’t go to extremes and lead anyone to believe that the world was coming to an end, that failure to recycle would make you a bad person, or that you should buy carbon credits to ease your conscience.

Rather, the early pioneers of environmental education understood the importance of teaching children how to respect nature and appreciate it. They helped to place into perspective that Man had long lived with Nature in harmony.

Sadly, those days are gone yet like all things in education, and indeed in society, the trend dies only to be reborn again by the government and its agencies under some new name and with some new mission.

However, the good people here at Marshy Point in Maryland understand the importance of environmental education. They seemingly have a passion for what they do, for what they believe, and for what they will pursue. I, thankfully, don’t see them diverting their resources in the future as they see environmental education of the next generation and beyond as a scared and continuing mission.

Perhaps, as we reflect on our personal and business missions periodically we should ask ourselves, if indeed, our missions are scared.

• Are we passionate enough about what we do with our life work to sustain it even in the light of changing political and social winds?
• Are we willing to stay our courses even when others are deviating trying to find the latest politically correct or business du jour?
• Are we focused enough to re-engineer our businesses and our philosophy without losing our hearts and souls in the process?

When good people set out to do the right thing, in the right way and with passion and conviction they invariably succeed. The best people to do that are those with a focused mission, a set of strategies that will lead them down the path to success, and the daily “chopping wood and hauling water” that we all most do.

The folks here at Marshy Point are such people.

Until next time.

L. Darryl Armstrong
ARMSTRONG and Associates

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The Four Tips That Will Ensure You Build a Successful Crisis Plan That Management Will Use and That You Can Implement

June 1, 2007

There are key strategies that will ensure your crisis plan will be used by your management. These are the four key tips that will get your management to use their crisis plan and deal with any crisis in the most effective way possible.

First, don’t write lengthy narratives to describe the role of communications and how it works. Managers don’t have the time or energy to read it! communication theory is the stuff that belongs in textbooks and is valuable but not in your crisis plan. Users of a crisis plan want simple, systematic instructions that clearly tell them what they must do and when, and what the responsibilities of their fellow managers will be. Be clear and concise in your writing. Make the instructions easy to follow and where possible use checklists to ensure that key points are not over looked.

Second, don’t overly worry about trying to anticipate every possible crisis scenario by developing prepared templates for such things as “Tornadoes,” “Floods,” “Plant Explosions News Release,” or “Chemical Spill Statement.” If you can get them prepared in advance it is a good idea. However, when a crisis actually does occur, the specifics of the situation are sometimes so unique that one of the first things you may do is trash the template and start from scratch. However, templates can get you to thinking in advance through scenarios. I have seen it happen over and over again. It’s very helpful to think through possible scenarios that your company will be faced with and what you need to do, however, in reality as I saw first hand in my 30-years of handling crises the unexpected will happen and you should always expect the unexpected. After all, when the tornado hit the nuclear weapons plant in Oak Ridge, Tennessee a few years I had been assured they hadn’t ever had a tornado. Well, it was their first in 100 plus years!

Third, work with your consultant or in-house staff to build the process around having a hands-on “communications chief” involved throughout the process. This may sound obvious, yet many crisis plans I have reviewed seem to be designed for implementation in the event the communications person “gets hit by a missile.” This may be the reason the plans are so cumbersome and awkward. Simply, don’t try to make every plan user a communications expert. At the outset build into your process the need to have a seasoned communications professional involved around the clock if necessary, and have back-up systems so that if the primary communications person is not available their backup is on hand. Also, remember some crisis can last for days - be prepared to rotate communications people through the position in such a case.

Fourth, concentrate on creating a process for communications that begins at the outset of the crisis and repeats itself for the duration of the event, even if the crisis takes days or weeks to resolve. The plan should spell out how and where the team will be brought together, how they will communicate with each other, gather information, process it and approve it, and how the communications team will get the messages out to the media and key publics internally and externally. From there the schedule should be set according to the priority level of the situation.

Although these tips are just the surface of a very deep subject each one points to the need to make sure you are not trying to impress senior management with your crisis plan document, rather you are impressing them with how well you implement the plan during a crisis and keeping them on track to a resolution.

Until next time.

L. Darryl Armstrong

Armstrong and Associates

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