What I've Learned From Old Navy

As direct marketers, we can learn a lot from retailers. In particular, retailers offer some excellent examples of how to conduct truly integrated direct marketing programs. By integrated, I mean, combining direct mail, email, Web, and other forms of media to create a seamless message, offer, and brand image for customers and prospects.

We can borrow from retail and use it in other industries, such as financial services and insurance. Let me give you an example. I do a lot of shopping with Old Navy (including Gap and Piperlime), Kohls, Bath and Body Works, as well as other major retailers. They all send me special coupons and discount offers in the mail. Then, they send me emails that emphasize those same offers and link me directly to their Websites. They encourage me to shop in their stores or online and receive the same fantastic offers.

Now, let's imagine we're creating a direct marketing campaign for an insurance company to promote an educational insurance seminar. We can integrate our marketing efforts to create a cohesive, more impactful message.

First, we send a direct mail postcard about the seminar with date, time, and location information and encourage recipients to respond and reserve their space. We give readers the option of calling an 800 number to respond or logging on to a Personalized URL or "PURL."

The PURL is a personalized web address, such as www.insurancecompany.com/johnsmith, and links the reader to a landing page that is personalized with their name and information. The PURL also looks and sounds like the postcard - unifying the message and offer.

Next, we follow up with an email a week or so later. The email contains the same information about the seminar, provides all the specifics, and encourages response. Again, we give the 800 number as well as the PURL address.

Now, you may be thinking this all sounds great, but that program involves substantial customization. Plus, every time we have a new seminar, we will need to reprint everything with the new location and seminar specifics.

Let's take this scenario a step further. If you used a direct marketing on-demand system, you could set up templates for each of the three materials you would use - direct mail, email, and PURL - and then simply switch out variable information each time. With a few clicks on the computer, you can send out a highly integrated campaign in a matter of minutes, compared to weeks with a traditional direct marketing workflow.

For more information about the benefits of direct marketing on-demand, check out a blog I wrote called "Are You Ready to Go On-Demand?"

We can borrow direct marketing techniques and practices from other industries, apply them to our business, and make them even better. With a tough economy and higher costs, it's more important than ever to stretch our marketing dollars and make the greatest impact.

By combining direct mail, email, Web, and on-demand marketing, we can make it even easier and more compelling for customers and prospects to respond.

Why Sales and Marketing Need to Get Along

A few days ago, I was participating in a conference call with a prospect, and we were giving a presentation of an on-demand application we offer that allows a company's sales staff to send out variable, custom direct marketing materials. The prospect said something I found interesting, "Let's talk again once we have separated sales from marketing."

My first thought was,"Why would you want to separate them?"

Over the years, I have frequently heard sales and marketing departments within a company complain about each other. It's a bit like sibling rivalry. Sales says that marketing doesn't give them good enough leads. Marketing says that sales doesn't follow up on the leads they give them.

I'm still surprised by the number of companies who have sales and marketing in different "silos." The two departments work independently from each other, and often have different goals and objectives.

With today's down economy and uncertainty in the marketplace, now is the time to unite marketing and sales to create a well-oiled machine. Competition to win your customer's business is at an all-time high. If you don't streamline your process so that you're making the sale, your competitors will.

Why is it so hard for sales and marketing to get along?

First, sales and marketing people often have different personalities. Marketers get squeamish when they think of doing sales. And the best salespeople usually don't enjoy marketing activities. By the nature of their jobs, salespeople tend to be reactive. They must constantly deal with customer questions, leads that need to be contacted, and putting out fires. The sales personality thrives on chaos and the rush that comes from closing the sale. Marketing is more proactive. They are making plans, creating programs and campaigns, and developing strategies and tactics. They are thinking in terms of weeks and months rather than what's on my plate today.

Second, because sales and marketing are often separated within a company (both physically and mentally), they may feel they are competing with each other for respect and recognition within the company. When in fact, for a company to be more profitable, both departments need each other.

Here are some ways to help your sales and marketing departments get along:

Develop a team game plan.
Many times sales has its own strategy and goals while marketing has its own plans. Both departments have the same goal: to bring in revenue. So, create an overall strategy that outlines how marketing will create programs that bring in the customers and prospects, and sales will follow up and seal the deal. It should be a continuous loop with ongoing communication.

Bring them together.
Many times, sales and marketing people are literally across the building from each other. Or even in another building or entirely different city. If possible, have them meet regularly. Have sales people sit in on marketing planning sessions. Have marketing people go on sales calls. When both sides are able to see the whole picture, it can bring a new dimension to your sales and marketing efforts.

Keep everyone in the loop.
Ask for salespeople's input early in the planning process. The direct marketing company I work for, was creating a new series of collateral brochures for an insurance client. Before we developed the creative, we surveyed the field agents to get their input on what messages, graphics, and copy points worked best when they were face-to-face with prospects. By working in the elements the agents wanted, we created stronger collateral materials and increased usage of these materials because agents felt directly responsible for the content. On the reverse side, sales needs to let marketing know if materials should be tweaked, or if the leads that are being generated need to be higher quality.

Think about customization.
Salespeople like to send out marketing materials that they feel are relevant and speak to the customer or prospect. In addition, salespeople may be targeting different audiences or sell only certain products and services. By creating more variable, on-demand marketing materials, sales can use only the materials they need. In addition, they can customize the materials with their name and contact information so that the mailings are truly one-to-one communications. To decide if on-demand is right for you, check out a blog I wrote called "Are you ready to go on-demand?"

Coordinate your programs.
Marketing must let sales know when programs are going to launch. Sales also needs to know what types of leads they will be receiving. What was offered? What was the messaging? Based on this information, sales can modify their approach for follow up calls. And sales needs to follow through on leads with more than one phone call or email. Make sure all leads are solidly pursued.

Talk to each other.
The most important thing is to communicate. Marketing needs to keep sales informed about the campaigns they are running and the frequency. Sales needs to let marketing know how things went on the back end. Were the leads good? How could the programs be improved to get better leads?

Times are tight right now. Both businesses and consumers are shopping around before they buy. Now is the time for sales and marketing to work closely together – from understanding your customers and prospects to creating a strategic plan and closing sales.

Selling in a Down Economy

How do you sell when times are tight and people are nervous? A down economy creates an opportunity for smart salespeople to grow their business and even thrive.

So, what can you do? Now is the time to take a hard look at your sales efforts and see how you can adjust your strategy to maximize opportunities.

Here are 5 strategies to help you sell in a down economy:

1. Maximize each lead.
In an economic downturn, buyers take even longer than normal to research potential purchases. A prospect may need more hand-holding and solid, reliable information to make a decision. They are looking for facts, figures, testimonials, and case studies to verify that you can do what you say you will do. Be prepared to spend a little extra time educating prospects, answering questions, and reassuring them they are making the right decision.

2. Nurture your current customers.
We all know it takes more time and money to get a new customer than keep an existing one. Your firm may have less money to spend on acquiring new customers. So, spend more time marketing and selling to the people you already know. Contact customers just to let them know you care. Offer them something free or provide them with an extra little perk. For instance, give a business owner a calculator and tell him how you can improve his bottom line.

3. Remember the end of the buying cycle.
You may find that you need to focus more than ever on closing the sale when prospects are actually ready to buy. You can supply additional information to give prospects that extra push to make the purchase. For instance, a financial company can give details about its stability and track record. Or, you can provide white papers, buyers guides, checklists, or evaluations to show why your product or service is a sound financial decision.

4. Give prospects what they want.
If you haven't already, now may be the time to consider and on-demand system for marketing and sales. You can contact prospects and customers with communications that are more meaningful, industry-specific, and speak to the challenges of your target market. It allows you to nurture existing customers, cross-sell customers, and send specific, customized information to prospects. For instance, if you know that customers who lease from you also purchase insurance, you can send a cross-sell promotion to those customers. Or, you could send a series of mailings to prospects that contain information only about the products or services that interest them.

5. Appeal to common sense over emotion.
Buyers are looking for rational, practical reasons to buy your product or service. Spontaneous purchases of luxury items are replaced with more deliberate, cost-conscious purchases. In the past, you may have been able to appeal to desire to "keep up with the Joneses" or just because it's cool, but now consumers (both businesses and individuals) are looking to justify the purchase as essential, or a good business decision.

The bottom line: keep doing what you're doing. Now is not the time to panic and drastically change your sales efforts. Continue your sales and marketing efforts – just find ways to adjust your approach to address the needs and concerns of your customers and prospects.

The Power of Good Collateral Materials

I recently read an article that said "collateral materials don't sell for you." I agree that a brochure isn't going to pick up the phone and call a prospect, or email an estimate to a customer.

Yet, I believe collateral materials can play an important role in making the sale happen. First, what do I mean by collateral? Some marketers may limit the definition to a leave-behind brochure. To me, effective collateral is much, much more. It can include brochures about your company and products or services, sell sheets, flyers, case studies or testimonials, letters, business cards, even proposals, or a presentation folder.

All of these marketing materials can help support the sale. Different businesses or consumers are at different stages of the "buying cycle." If you're selling financing to lease an airplane, you need to catch a business at the time when they are ready to lease. If you're selling insurance, you need to address consumers who are at different stages in life. Some people know they need it, and are procrastinating. Others may need to be more educated about the benefits of your product.

Just because you call a prospect and ask him if he wants to lease and airplane and he says no, doesn't mean that sales opportunity is over. Now, you should keep in contact with him until he is ready to lease. You can send him a follow-up mailing with a brochure or flyer and your business card. If interest rates or some other factor should change that might make leasing more appealing, you can send him a letter letting him know about the new rates. Then, if you follow-up with a call, he is prepared to talk to you about this new development.

Here are some more ways that collateral materials can play an ongoing roll in the sales cycle.

Build a strong image of your company in prospects' minds.
Your prospect may know very little about you at the beginning of your relationship. By sending her ongoing communications, you create an image of your company and products/services in her mind.

Reinforce your company's brand identity with customers.
You may think that your customers know you and will call when they need something. This can be a costly assumption. It's important to say top-of-mind with existing customers. For instance, you can send a case study with a recent success story. Or, send a sell sheet with new information about a product or service.

Educate buyers about your entire product or service offering.
A customer who has life insurance with you may not realize you also offer long term care insurance and annuities. Collateral materials can help you cross-sell to existing customers.

Provide support and education.
An email newsletter, white paper, or blog can help you connect with your customers and prospects and position you as an expert in the industry.

You may worry that continuing to send materials to prospects will eventually decrease your response rates. However, the opposite is often true. That's because you're establishing a relationship or rapport with your customers and prospects that leads to both new and ongoing business.

Remember to Ask for the Business

Before I was in sales, I had a stereotypical image of a salesperson. The first used car salesman I encountered as a young adult is the image that stuck in my head. Excited about my first car purchase on my own, I walked into the dealership. I was immediately swept up by a salesman. After a few pleasantries, he said, "What can I do to get you in a car today?"

For me, that was a huge turn off. In answer to his question, there was nothing he could do to get me to buy a car from him that day. First of all, that was too pushy for me. Second, like many generations of women in my family, half the fun of buying something is in the act of shopping. I rarely buy the first car, pair of shoes, or piece of jewelry I see. I must search for the perfect one. Or, the best price. It's the thrill of the hunt.

Yet, I recently forgot one of the first rules of sales. Ask for the business. I had called a prospective client several times, leaving messages about our company and our services. I just assumed he would call me back. But I wasn't giving him a reason to act. I needed to ask him to do something. I left a message asking him to call me back to set up a demo presentation of our services. Guess what? He called back. It was a step in the right direction.

Today's customers are educated and skeptical. They want to be treated with respect and honesty.

Here are a few tips to help you when asking for the sale:

Be prepared.
One of the best ways to impress a prospect is to know about his or her company and industry. Before you talk, check out the company's website. Do a search about their industry on the Internet to see what's in the news and current issues. Prospects will appreciate that you took the time to get to know them.

Ask great questions.
Get the prospect talking about their specific situation. Rather than trying to force your product or service on them, ask questions that help you gain insight into their needs. Then, you can give informed scenarios about how what you are offering works for them. For instance, back to my used car salesman story, he could have asked me, "What is the most important feature of a car for you?" Or even, "What's your favorite color?" It would have encouraged me to talk about what I wanted, and he could have used that to show me a car I liked.

Watch your prospect's signals.
Sometimes, it's best to stop talking and listen. You may be tempted to keep selling when you should be listening. The prospect may need to talk out loud to make up his mind. Or, he may need to feel certain that you understand what he wants. Let your prospect talk.

Be ready to improvise.
In this world of "have it your way," you may want to give the prospect options. This approach keeps the opportunity of doing business together as the focus of the conversation rather than what might be objectionable. You can let the prospect design the sale around the level of risk that makes them comfortable.

The pushy or slick salesperson isn't necessarily the best salesperson. The one who asks for the business, understands the prospect's company or service, and works with the prospect to meet his or her needs will get the sale. So, rather than asking, "what can I do to get you in a car today," ask "what can I do to help you today...?"

Missing: Customer Service

When was the last time you were "wowed" by a company's customer service? Are you still thinking? Can you even remember?

We have become used to bad service. When you receive outstanding service, it really sticks out. I recently had one of those "wow" moments. It was recommended that my daughter see an orthodontist. Based on word-of-mouth, I talked to Karen at Dr. Gregg's office on the phone to set up our appointment. She was so nice. She asked questions, made small talk, and took the time to make sure I knew what to expect at the first appointment. She was genuinely happy to spend time with me.

When we arrived at Dr. Gregg's, it was cozy, clean, and comfortable, but not extravagant. My daughter's name was on a chalkboard by the reception desk recognizing her as a new patient. The person at the desk welcomed us in and called us by name. We were given a tour and everyone said hi to us. My daughter was x-rayed and Dr. Gregg talked to us. He said everything was on track so far, and he would like to keep an eye on her. We have been going to the office to have check-ups for two years. It's all been free. They are always happy to see us.

Next month, I'm taking my son for a visit. I'm sure that one or more of my kids will eventually need braces. I will gladly give my business to Dr. Gregg.

Are there ways to improve your customer service? Here are some tips to get you thinking:

Walk in the customer's shoes.
Call your office and see how the phone is answered and how you are treated. If you have a call center, call in to find out how long you're on hold, is the person who answers the phone pleasant, and are they able to answer your questions. Walk around your store and listen to how customers are treated. Visit your website. Can you find what you want? Is the order process easy? Discover what it's like to be your customer.

Have a real person available.
I typically make 20 to 30 new business phone calls every day. More often than not, I am greeted by a somewhat grouchy, uninterested voice on the other end. If the person is happy and genuine, it really stands out. If you have an automated system, please be sure it's easy to navigate and allow access to a real person. I called a company for 6 months without EVER reaching a live body.

Every contact with the customer counts.
Dr. Gregg and his staff always treat me like I'm their most important customer. He has yet to make any money from seeing my kids. But, you can bet I'm going to him when they need braces. And, this brings me to my next point.

Make the most of word-of-mouth.
I tell anyone who asks, and some people who don't ask, how impressed I am by Dr. Gregg and his staff. I know of at least 4 or 5 patients that I have referred to him – and I know he is making a profit from their business.

Take the extra step.
Do something extra for your customers. Even if it's a little thing. I was recently standing at a jewelry counter trying to decide if I should splurge and buy a ring. As I was debating with myself, the saleswoman asked, "Would you like me to polish your other rings while you decide?" I bought the ring.

Good customer service is about bringing the customer back for repeat business. And, getting additional business from happy customers. When you make them happy, or doing something special that stands out, they're going to talk about it.