The Book of Business Awesome / The Book of Business UnAwesome E-Book

Scott Stratten

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 327

Veröffentlichungsjahr: 2012

Beschreibung

UnAwesome is UnAcceptable. The Book of Business Awesome is designed as two short books put together--one read from the front and the other read from the back when flipped over. Covering key business concepts related to marketing, branding, human resources, public relations, social media, and customer service, The Book of Business Awesome includes case studies of successful businesses that gained exposure through being awesome and effective. This book provides actionable tools enabling readers to apply the concepts immediately to their own businesses. The flip side of the book, The Book of Business UnAwesome, shares the train-wreck stories of unsuccessful businesses and showcases what not to do. * Key concepts include the power of peripheral referrals and how to create content for your "third circle" * Explains how to re-recruiting your employees and re-court your customers Ensure that your business remains awesome, instead of unawesome, and apply these awesomely effective strategies to your business today.

Leseprobe

Table of Contents

Awesome

Copyright

Awesome Acknowledgments

Chapter 1: How One Man Changed a Billion-Dollar Brand

Chapter 2: Marketing Is a Verb

Chapter 3: Companies Aren't Awesome; People Are

Chapter 4: Remarry Your Current Customers

Chapter 5: The Sun Rises Online

Chapter 6: Sporting Event Awesome

Chapter 7: I Think Geeks Rule

Chapter 8: DKNY 4 U 2

Chapter 9: PR Stands for People React

Chapter 10: The Red Cross Is Getting Slizzerd

Chapter 11: Grand Rapids Serves Up Some Humble Pie

Chapter 12: The One Thing More Delicious Than Ice Cream

Chapter 13: How to Apologize to a Woman

Chapter 14: How to Ship Out Your Reputation, and Then Return It

Chapter 15: You Can't Ignore What You Hate

Chapter 16: The Only Good Use for QR Codes

Chapter 17: Benefit of the Brand Doubt

Chapter 18: How to Spice Up an Old Brand

Chapter 19: How Manya Made Vegas Awesome

Chapter 20: Fractional Reaction

Chapter 21: Third Circle

Chapter 22: Reflecting on Awesome

Chapter 23: Part Man, Part Machine, All Crowdfunded

Chapter 24: The Social Media ROI Conversation

Chapter 25: Before Social ROI

Chapter 26: Connect Outside Your Field of Vision

Chapter 27: Peripheral Referrals

Chapter 28: 7 Dollars and an iROI, Lessons in Social Return on Investment

Chapter 29: 30 Tips for Speakers

Chapter 30: Rocking a Panel

Chapter 31: Shedding Some Social Pounds

Chapter 32: You Don't Need the Man If You Are the Man: Why I Love Louis CK

Chapter 33: The Hall of Fame

Chapter 34: Mr. Happy Crack

Chapter 35: Pimp My Lift

Chapter 36: Nightmares

Chapter 37: An Awesome Sweatband

Chapter 38: Moncton Snowblower

Chapter 39: Calgary Philharmonic

Chapter 40: A Unicorn Fighting a Bear

Chapter 41: Awesome End

Copyright © 2012 by Scott Stratten. All rights reserved

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at http://www.wiley.com/go/permissions.

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Library of Congress Cataloging-in-Publication Data:

Stratten, Scott.

The Book of Business Awesome: How Engaging Your Customers and Employees Can Make

Your Business Thrive / Scott Stratten.

ISBN: 978-1-118-31522-4 (cloth)

ISBN: 978-1-118-31545-3 (ebk)

ISBN: 978-1-118-31546-0 (ebk)

ISBN: 978-1-118-31547-7 (ebk)

1. Relationship marketing. 2. Customer relations. 3. Management. I. Title.

HF5415.55

658.8′12–dc23

2012010353

Awesome Acknowledgments

Inspired by “Here's to the Misfits” campaign for Apple.

Here's to the misfits.

The entrepreneurs. The lone wolves in companies. The ones who believe businesses are built on relationships, not interruptions. To the ones who realize social is what social media is all about.

To the brave souls who would never cold-call or mislead just to gain a dollar. To the business start-ups who build their companies on the belief alone that they can do it.

The ones who realize that to have an awesome business you have to be awesome yourself.

Chapter 1

How One Man Changed a Billion-Dollar Brand

Every employee is your brand ambassador, your marketer, and the face of your company.

I was in Hartford at the Hilton Garden Inn, on stop number eight of my 30-city UnBook Tour to promote UnMarketing, Stop Marketing, Start Engaging. The tour was amazing, but it also meant that I was living on airplanes and in hotels.

I rolled out of bed and headed downstairs for breakfast around 9:45 am. Did I mention I'm not a morning person? It's actually one of the great problems I have in life: I love breakfast, and I hate mornings. The lobby had a breakfast buffet, and I'm not talking about the “continental” breakfast that most hotels throw in as a bonus with some Danish and something that resembles juice. This was a full spread of eggs, bacon, sausage, hash browns, cereal, bagels, you name it. I was pretty impressed with myself for being up in time for this feast, especially after crossing the continent the day before.

I told the chef that I'd like eggs, bacon, sausage, and hash browns (shut it, foodies); grabbed a juice; and took a seat. As soon as I sat down, I noticed they turned off the lights around the buffet. Score! I got there just in time.

Apparently not.

I dug in to my food, and it was bad. Old and cold. A bad combination for anything in life, let alone breakfast meats. I forced down some bacon, and after testing each of the other items, I couldn't continue. The waitress walked over with my bill and placed it on the table, without saying a word.

Most of the time in situations like these, what do we do? We take out our phones and share our bad experiences with the world, all the while quietly accepting them in real life. Most people would just allow this to happen and walk away, but I called her over. If I owned this business, I would want to know if something was up.

“Hi, the food was really bad. It was cold and old.”

She just looked at me, not knowing what to do, and mentally took out the customer service playbook and said the “right” thing.

“I'll go get the manager.”

And she walked away. I never asked for the manager or to have the bill taken care of. The manager came over and was nice and offered to have the chef make an omelet or something special for me. I declined, letting him know I really wasn't hungry anymore. I explained to him that I wasn't looking for a freebie but thought he needed to know. He picked up the bill and said they'd take care of it and apologized again.

This is where the customer service “apology” usually ends for 99.9 percent of businesses in the hospitality industry. Really, to be great at customer service, you need to be only mediocre, because everyone else sucks.

But not here.

The sous-chef, Forbes, ran out, stopped me from walking out, and looked shaken. Not in a shaken way like he'd been chewed out by anyone, but a sincere look of being upset. Did I mention he was about 6 foot 4 inches and 220 pounds? And that he ran at me? I have to admit, for a moment there, I regretted giving my feedback at all….

He caught up to me and said, “Sir, I'm terribly sorry about your food this morning. A few things—although not excuses, we didn't know until we were cleaning up that the water underneath the food trays that keeps everything warm was gone, hence the food was cold. And I also should have never given you the food that was sitting out that long; I could have made you something fresh right there, but I thought you looked like you were in a hurry. Regardless, I'm terribly sorry; this is not how we operate, and we'd like another chance to make it up to you.”

Wow.

This guy gave a damn that a guest had a subpar experience and he needed to make it right. We can't stop screwups, only how we remedy them. And the solution usually isn't hard. Most people who complain just want to feel validated, able to walk away feeling that someone has heard and understood them.

I didn't threaten to “tweet about it” or use “Do you know who I think I am?” I was just another person staying at the hotel. He could have simply talked about how much of a moron I was to his coworkers or brushed it off by saying, “You can't please everyone.” He truly cared that they screwed up. He owned it. He changed my view of the Hilton Garden Inn and the Hilton overall. And he didn't have to.

To me, Forbes is the Hilton. Not their mission statement or logo. Every employee is your brand ambassador, your marketer, and the face of your company. Employees make a difference. Forbes made a difference for a billion–dollar hotel brand to me.

As I walked away and headed back up to my room he said, “I'd like to make this right.”

And my reply was, “You already did.”

Chapter 2

Marketing Is a Verb

We need to hand off the branding baton to everyone in our company; everyone is a marketer.

Welcome to the Awesome side, fine reader. If you've chosen to start reading from this side of the book it's for one of three reasons:

1. You are the optimist, who sees the glass full because you just filled up the second half. You may or may not own a shirt with a unicorn on it.

2. You are the pessimist, so jaded by years in business that you are just hoping this side will give you hope and save your soul. You will last about three chapters before you switch over to the UnAwesome side, laughing diabolically…until you realize there is a part written about you in there. (By the way, the author fits here with you into Choice 2.)

3. You fall into the group thinking, “Wait! There's another side to this book!?!?” Or you bought this purely for the Awesome. Or you're my mom. Or you're reading this in the bookstore, and you haven't even noticed the other side yet. You're waiting for the stock clerk to get you the latest Twilight novel, aren't you? Spoiler, he dies at the end.1

Whatever the reason, I'm glad you're here. To be awesome at business, you first have to realize that it can't be a policy. You can't mandate being awesome; you can't demand it. You have to hire awesome. You have to inspire awesome in others, and you have to be your awesome self. Awesome has to go through every level and every step of your company. Just like creating a great poster for a crappy movie doesn't make the movie any better; fantastic advertising for a horrible product won't change how people react once they use it. A known product name with a horrible return policy will hurt the original product. Every point of contact with your market is an opportunity to show them just how great your business really is.

Marketing is a verb. Awesome is a verb. You have to do it. People may come in because of great marketing, but they come back because of the experience. Loyalty isn't built through plastic cards; it's built through amazing experiences. No one ever said, “This restaurant was horrible, but did you see those ads in the paper!? We have to come back!!” It's our front lines that engage the market, and without them, our marketing means nothing. And sadly, although it is our front line, who have the first and most important contact with customers, they are often the lowest paid and least appreciated. We need to hand off the branding baton to everyone in our company; everyone is a marketer.

According to some really brilliant research about customer service by Nobel Prize winner Daniel Kahneman, as companies we should be focusing on the “Peak End Rule.”2 We judge our experiences with companies on the peak experience—either the worst or the best—and the end result. When people think about your business, they're going to focus on how good or how bad things got and on how everything worked out in the end. A really great salesperson who helps with an exchange can erase negative experiences along the way. The long wait in line and the bad music in your changing room are both forgotten. As long as you can out-awesome mistakes and resolve issues, customers will have a positive brand experience. Think about that.

We spend a great deal of time and energy focusing on what our competitors are doing when we should be working on improving ourselves, especially our front lines. We pour money into designing logos and brochures while we allow poor customer service to be the norm. We listen to statistics about when we should schedule our newsletter and ignore feedback from our employees. Did you know that, on average, a company saves more than $7,000 for each employee suggestion that is put into practice? These are the employees we value least, with the highest turnover. We brush them off, when we need to be handing them the brand baton.

In The Book of Business Awesome, we are going to look at how we can ensure we hand off the brand baton to every part of our business. We will look at how marketing, human resources, and public relations are all really under the same roof in business.

Some people will ask if this is another social media book. The way I see it, social media is simply another term for communication. Everything about business is communication. Whether you're trying to build brand awareness, improve customer service, or fill a vacancy, it's about people and their impact, good or bad, on our bottom line. So yes, this book is about people—what they say and what they do.

As you are reading, I want you to be thinking about how we can get better. Everyone is always jumping ahead to what's new, but I want us to make this the year of getting better at what we're already doing. We need to shed a few social pounds and stop trying to add more social media networks to our repertoire. Instead, let's get better where we already exist. Social media isn't about how many places you can be. It's about being amazing where you are.

1 #TeamWesleySnipes, http://bit.ly/UnTwilight.

2http://onforb.es/PeakEndRule.

Chapter 3

Companies Aren't Awesome; People Are

We can't all be Zappos.com or work somewhere supercool like Google. And I'm glad that we can't, because if we were all the same, we'd all be perfectly ordinary.

When we see awesome companies at work around us, a few things can happen. As customers, we love them for it. They make the day-to-day chore of being a consumer so much more fun. We've all seen enough boring commercials. We actually spend time and money on ways to avoid being sold to, so the last thing we're looking for is another boring sales pitch. Let's be honest, we get excited as customers when we're just not treated badly. We can't help but lose our minds when something great happens.

As business owners, the effects are a little more complicated.

For me, seeing and reading about the great things people do in business makes me feel like I can do great things, too. That's why I love to share them. But sometimes, these examples can be intimidating and even limiting. It's very easy to see a company in action and think that you'll never be able to do the things it can do. Whether it's because you're just getting started, you don't have the same budget or resources, your industry isn't cool enough, or you're sure your customers wouldn't like it, other people's awesomeness can sometimes make us feel a little small.

Too often, feeling intimidated becomes our excuse not to be awesome.

I want to make sure that as you read this book you put yourself in the picture. Don't be overwhelmed or think that you need to mimic the stories I'm going to share. Instead, be inspired to find your own brand of awesome, that only you can bring to the table.

I know what you're thinking, and I want you to know you're absolutely right. We can't all be Zappos.com or work somewhere super cool like Google. And I'm glad that we can't, because if we were all the same, we'd all be perfectly ordinary. We spend too much time trying to be like others in business, when we should be focusing on finding our own story. I promise you, we all can find our window of awesome in our job and our companies and great things can happen. That's what this book is all about.

So how do we keep ourselves from being intimidated or overwhelmed? Business is built on relationships—on the simple act of people interacting and engaging with others. And that all starts with the individual, with you. In every great business story there is an individual who started it all. Every great marketing campaign started with someone deciding to take a chance and step outside the norm. The outstanding customer service a company is known for was executed one contact at a time and started with one voice deciding to care. They may not have always executed it on their own. But at the start there was one.

I call this situational awesome, and we can all do it. We have access to it every day—in our attitudes and in our interactions. It starts with the passion we have for our work and our product. It can be as simple as just giving a damn about our customers. Sometimes it's the smile we give across a store counter to someone looking for a little help. It might sound simple, but this is the start of every great story I share in this book. Someone decided to care or to try. This can be a cashier at a pet store, a janitor, or a volunteer.

Next we have occupational awesome, which although similar to situational awesome, comes with a little more definition.

Occupational awesome is about our roles and how they define windows of awesome for us. For example, customer service agents have a special opportunity to make amazing things happen in their companies every day. As we will speak about often in the chapters ahead, frontline workers, especially, are capable of making a huge impact on brand perception, because their jobs give them so many opportunities to engage with customers.

Other positions in a company come with their own opportunities. Although it might be easy to assume that more senior positions would have an easier time finding opportunities for awesome, this isn't always true. Every single job in a company is important, and every single person a part of your branding and marketing.

Next up, we have divisional awesome. This is all about groups and the amazing things that can happen when people come together and the results are truly greater than the sum of their parts. Here we also start to see the opportunity for situational or occupational awesome to start spreading throughout a company. This is where one person's passion can start to shape an entire company. And when one division of a company starts to shine, it's hard for the others to ignore.

And last, but certainly not least, is institutional awesome. This is where you find companies that, through the work of individuals and groups, have created brand-wide amazingness. These are the companies known for their outstanding customer service, products, services, and campaigns.

This level has an especially powerful role to play, through hiring and human resources. Here, a company can create opportunities for awesome at every level, from the individual up. At the institutional level we also see what public relations (PR) can do for a brand and how awesome PR will not only do damage control but will make the company come out looking even better than it did before the mistake.

Together, all these levels become your brand voice, the message, and the image people think of when they think about your company. No matter whether your business is a one-person show just getting started or a multinational corporation, whether you are a frontline worker or a top-level executive, you can create awesome. The individual is the start.

How are you going to be awesome today?1

1 Scratch that. You're reading this book, which makes you already awesome by default. High-five.

Chapter 4

Remarry Your Current Customers

Push those beds back together and start treating them the way they deserve. This is how we create ecstatic customers.

Most of the time, we focus our sales and marketing on acquiring new customers—even though it's a well-known fact in business (as stated in many fancy studies I've never read) that it costs waaay more to acquire new customers than keep your current ones. Above and beyond the greater cost, when we lose customers, we also lose the opportunity for word-of-mouth, one of the most valuable ways of marketing we have. We should be working harder to take our customers from static to ecstatic, to get their mouths moving, sharing great experiences they've had with our company.