Performance Management

Data is worthless, but knowledge is priceless. Perhaps no single event in history underscored this more dramatically than the rise and fall of the Dot Com Era. Accumulating massive data warehouses of information and customer records proved to be worthless when data could not be converted into real world revenue.

During the Dot Com Era, some organizations recognized the benefits of using data as a means to provide meaningful and informative results. These organizations enjoyed exponential growth with intelligent decisions, both for themselves and as a service for their customers. The organizations that collected massive amounts of data and failed to transform the data into business intelligence and performance management became colorful examples of failed business plans. The failed organizations became vacant high rise versions of ghost towns, lined with ping pong tables and beanbag chairs. Meanwhile, the organizations that turned data into knowledge, metrics into performance management, and fed intelligent responses to customers, became dominant forces in a new economy. One need not look any further than Google to see a brilliant example of turning access to data into a responsive, informative, and intelligent tool for client convenience and generating internal revenue. The Internet is an ocean of publicly accessible data, most of which may be considered worthless when taken out of context. However, when this enormous vault of human knowledge and creativity is harnessed and focused through the single microscopic lens of a search engine to sort, filter, and present the relevant data, then the data becomes knowledge on a silver platter.

Does your organization harness the power of data or the power of knowledge?

Does your organization collect information for reporting or for informed real time business decisions?

Does your organization use data to measure the performance of the past or to apply measurements to predict and alter the course of the future?

You really do have a crystal ball, because history really does repeat itself. If you have collected historical data and measurements, then you have the framework to begin building your the future according to your own plans and blueprints. If you understand the cause and the effect of your actions and your decisions in market conditions and environments, then you can make knowledgeable decisions to chart the course of your destiny. You can respond to external conditions, you can react to internal changes, and you can change the course of your own destiny.

You can choose to use information to deliver focused and informed results for better understanding and decisions, using your data like Google. Alternately, you can collect data to make colorful roadmap reports of where you have been, and select the graphs that portray only the desired perspectives. Reports tell the truth, and nothing but the truth, but often do not portray the whole truth. You will know when you are on the right track when your metrics, dashboards, and performance management look forward at least as much as they report backward on historical trends.

Cashing in data and history for performance management, knowledge, and revenue is not just for big organizations. The same principles apply for individual planning and performance as well.

Advance Alerts and Exception Based Reports

Gather your most relevant data and reports that demonstrate the key metrics for measuring success. The key metrics for measuring success quite often include the following topics
Finance, revenue or costs
Customer satisfaction
Quality
Productivity
Speed
Performance

Refer to the data that you have been using to measure your performance in the past. Identify the critical components that have influenced finance, customer satisfaction, quality, productivity, speed, or performance. Make a list of events, internal, and external catalysts that have resulted in specific desired or undesired outcomes. Using your experience and historical data, make a note of the cause and effect illustrated in your trends. Study the causes to extract meaningful measurements that result in desired and undesired trends.

Once you have identified critical catalysts with associated metrics, then you can create new predictive reports to help guide your business with intelligent information.

Reports that contain all available data may be overwhelming and may actually hide important facts or trends. If you are measuring hundreds or thousands of transactions, the average performance might be acceptable enough to temporarily hide a few individual exceptions that could create a future catastrophe. Augment the reports of overall activity with specific, focused, exception based reports that isolate the data elements that you have determined to be catalysts for your business. The exception based reports are based on those exceptions from normal business that you have identified as the root cause for good or bad effects. These concentrated reports should be reviewed for immediate response, and the overall effects should create a consistent result in the reports for overall accumulated activity.

Short Term Goals and Long Term Goals

Be sure to compare short term and long term plans, goals, and trends. Monthly and quarterly activity may be the result of seasonal trends. Weekly trends may reflect consistent activities on certain days of the week. Marketing and sales activities are especially impacted by daily, weekly, monthly, quarterly, and yearly trends. These activities may also be greatly impacted by external events. When gathering data for historical analysis to create predictive trends, document footnotes as a reminder of external events and activities that may influence your results.

For personal planning and internal organizational planning, balance short term goals with long term goals. This is especially true when balancing personal and professional budgets. Short term investments should be balanced with long term rewards. Spending a budget when it is available, to avoid losing it, is sometimes in the best interest of both short term and long term goals. Putting off an activity, scheduling time and resources, is often highly influenced by immediate and urgent needs. Compare urgent needs to long term priorities and extended impact to determine the best balanced approach.

Balance Company and Personal Objectives

Are the management reports accurately reflected in the personnel performance metrics? When it comes time to provide yearly reviews, have the specific measurements for individual performance been accurately reflected to coincide with the performance reports administered by the organization?

Each individual should have a personal set of defined goals and objectives that can be measured for performance. The measurement for performance may be based on speed, accuracy, quality, or simply based on completion of certain tasks. Timeliness and customer satisfaction are also common measurements for performance. Individual indicators should be directly connected with the overall performance management reports. This enables each individual to recognize how much personal performance impacts the total team achievement. When this happens it is very easy to conduct performance appraisals in a fair and unbiased manner, with no surprises for anyone. More importantly, the recognition of personal contribution becomes a daily conversation of mutual commitment, rather than a yearly review.

Balance Internal and External Objectives

If you achieve your goals and objectives, is it at the expense of your vendors, suppliers, or clients? If meeting your objectives requires unbalanced sacrifice from business partners or customers, then you have only delayed inevitable decay and your own demise. If your success can only be achieved by sacrificing vendors or suppliers, then the best ones will eventually lose interest and find alternatives to protect their own organizations. Creating this culture with vendors causes conflict and a lack of mutual commitment. Treat vendors and suppliers as partners for mutual success, and expect the same in return.

If your success requires the unilateral sacrifice of clients, then you will likely find yourself without any customers. Clients can be as loyal as vendors and suppliers when treated with dignity, value, commitment, and respect. Clients will not be as patient as vendors if this relationship is lacking.

Use Technology to Empower Business Objectives

Use technology to collect, collate, and isolate the key catalysts for your business. Use historical trends to create exception based predictive reports. Monitor the trends of short term and long term activities and objectives. Use real data to demonstrate individual performance as it contributes to overall performance, and make this available to individual contributors on a daily basis. When you empower individuals to monitor performance on a daily basis, the individuals begin to manage success of the overall business. The individual contributors are most likely to recognize the cause and effect as illustrated in exception based reports, and have the ability to apply effective change when necessary. Individual contributors typically have the most significant personal relationships or interactions with vendors, suppliers, and customers. Technology can be used to enable visibility throughout the entire organization. Technology can facilitate empowered and informed communication, supplying not only the exceptional trends, but also the specific supporting data that is necessary to make real time educated decisions.

Now the decision is yours. Will you use technology to aggregate and communicate relevant data in focused response like Google, or will you be sitting back in your beanbag chair with your colorful graphs of a bygone era?

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Words of Wisdom

"The best way to predict the future is to invent it."- Alan Kay

"All human situations have their inconveniences. We feel those of the present but neither see nor feel those of the future; and hence we often make troublesome changes without amendment, and frequently for the worse."- Benjamin Franklin

"Never let the future disturb you. You will meet it, if you have to, with the same weapons of reason which today arm you against the present.”- Marcus Aurelius Antoninus

"Data is worthless, but knowledge is priceless."- John Mehrmann

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The Trusted Advocate: Accelerate Success with Authenticity and Integrity is now available for the Amazon Kindle e-book Reader

The Trusted Advocate is also available online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, and www.Target.com.

"There are a few books in my collection that I keep close at hand to refer to again and again. The Trusted Advocate is one of those books. John shows you how to build a business with integrity that keeps customers coming back because you are considered a valued resource and advocate for their business. You will learn how to engage customers and build relationships rather than 'selling'.

Real world examples of the principles taught in the book are scattered throughout along with activities that will help you apply the principles John teaches. Check out the advocate cycle on page 125. If you do nothing but follow this practical example, you will have a better business, stronger relationships, and increased sales."

Mike Coleman
Speaker, Author, and Marketing Consultant
Charting My Course
www.ChartingMyCourse.com

The Trusted Advocate is Honored with the Publisher's Choice Award

More accolades for the award winning book, The Trusted Advocate: Accelerate Success with Authenticity and Integrity, by John Mehrmann and Mitchell Simon.

Orange County, CA (PRWEB) September 9, 2008 -- The award winning book, "The Trusted Advocate: Accelerate Success with Authenticity and Integrity", is honored with the prestigious Publisher's Choice Award. The Publisher's Choice designation identifies and celebrates new titles that exhibit editorial integrity and outstanding design quality. New titles undergo stringent editorial review and design evaluation. Selected titles display potential for greater commercial success.

"Mitch and I are deeply honored by the awards and accolades," said John Mehrmann, author of 'The Trusted Advocate: Accelerate Success with Authenticity and Integrity'. "The recognition is very much appreciated, but the greatest personal reward is the overwhelming feedback of the readers."

"The book provides real life examples that make sense, speaks to integrity and can be applied immediately. It outlines a selling strategy that focuses on the relationship between customer and salesperson to achieve continued and sustainable growth," said Tina Tuccillo, Vice President of Strategic Marketing and Product Planning at Noritsu America Corporation. "A quick read, you will walk away with page after page of highlights and folded corners of information you can't wait to share with others. A goldmine of wealth you can't afford to miss."

Initial inventory of 'The Trusted Advocate' sold out quickly, and some orders were slightly delayed while additional copies were printed. As recognition has grown, so has the geographic distribution of enthusiastic readers. The web site www.Trusted101.com provides links to a variety of online booksellers in the U.S., Canada, United Kingdom, Italy, Ireland, and Australia.

"Some of us may start reading this volume somewhat skeptical about the authors' opening thesis that the way we are habituated to define success is entirely illusory. But any doubts will be quickly dispelled as the highly readable analysis of the inseparable relationship between real success and the twin concepts of authenticity and integrity unfolds. And more than that, they make it easy for us to internalize what we have read as we are gently provoked to practically apply the knowledge to our own individual situations," said Azriel Winnit, author of Israel based Hodu.com. "In effect, we are all salespeople, whether our need is to sell the ideas we believe in, to secure the best terms for the services we need, or just to convince our boss to give us a raise. Simply put, applying the concepts presented in this book will help to make the world a better place. Period."

The style of The Trusted Advocate is like a participating in a personal conversation with a close friend. It gently reinforces individual qualities that generate sustainable personal satisfaction and business success. Readers of The Trusted Advocate have reported life-changing revelations, greater confidence, and extraordinary success.

A reader review posted on Barnes & Noble proclaims, "The practical approaches and solutions in The Trusted Advocate provide clear, explicit, and factual examples of how to address the strategic and tactical issues that often crop up when the need exists to be a company loyalist and customer advocate while maintaining personal integrity and providing a win, win solution for both constituents being represented. I strongly recommend this book as a basic learning tool for all new marketers and a fresh approach for old timers to consider."

Eric Nelson, President of Secure Privacy Solutions, writes "'The Trusted Advocate' does an outstanding job of articulating what most successful sales and business professionals inherently understand, that people want to do business with those they can trust and are looking out for their best interest."

Kirkus Discoveries had this to say in a recent review of 'The Trusted Advocate: Accelerate Success with Authenticity and Integrity', "John Mehrmann and Mitchell Simon have packed years of experience into a single volume that provides fundamental advice for sales professionals. The straightforward writing style is also accentuated with illustrative vignettes which exemplify the crucial aspects of successful sales."

For more reader reviews, chapter summaries, excerpts from the book, and a list of online booksellers, please visit http://www.Trusted101.com

2008 Passport Restrictions

Effective January 31, 2008, adult United States and Canadian citizens reentering the United States and Canada by land, ferry, or by small boat must carry a passport or a government issued photo ID, such as a driver's license, plus proof of citizenship, such as a birth certificate. Children 18 and younger require proof of citizenship only.

Cruise passengers are officially exempt, but cruise lines recommend passports and already require a photo ID, such as a driver's license, and proof of citizenship.

All US travelers returning from the Caribbean, Mexico, Bermuda, and Canada by air have had to carry passports since January 23, 2007. The change of restrictions in January 2007 created a surge in demand for passports, resulting in extended delays of several months to process the increased number and backlog of requests. Turnaround time for a standard passport is now four to six weeks. Expect to wait three weeks for an expedited passport.

The new guidelines effective January 31, 2008 extend the air travel restrictions to land, ferry, and small boat. Plan ahead for international travel, regardless of the mode of transportation, and allow enough time to procure or renew your passport if necessary.

E-Passports

Since August 2007, the United States has been issuing Electronic Passports only.

The U.S. Electronic Passport (e-passport) is similar to the former passport with the addition of a small integrated circuit computer chip embedded in the back cover. The chip securely stores the same data visually displayed on the photo page of the passport, and includes a digital photograph of the bearer. The inclusion of the digital photograph enables biometric comparison, through the use of facial recognition technology, at international borders. The U.S. e-passport also has a new look, incorporating the latest anti-fraud and security features.

Passports without chips will still be valid for the extent of the original validity period, and must be replaced with the new e-passport at the time of renewal

If you have an existing US Passport that is less than 15 years old, is not damaged, you were at least 16 years old when it was issued, and you name has not changed or you can provide documents to prove that it was legally changed, then you may be eligible to renew your passport by mail. Passports can be renewed through the mail by submitted the appropriate DS-82 form, two identical passport photographs, and a check or money order for the processing fee. The address, current fee, and DS-82 form are available at the U.S. Department of State web site, http://travel.state.gov/passport/get/renew/renew_833.html

The NEXUS Program

The United States Customs and Border Protection (CBP), and the Canada Border Services Agency (CBSA), are cooperating in a joint venture to simplify passage for pre-approved low risk travelers.

NEXUS members now have crossing privileges at any air, land, and marine ports of entry. Under the Western Hemisphere Travel Initiative, the NEXUS card has been approved as an alternative to the passport for air travel into the United States for US and Canadian citizens. The NEXUS program allows pre-screened, low risk travelers to be processed with little or no delay by the United States and Canadian officials at designated highway lanes at high volume border crossing locations, at a NEXUS kiosk at the Canadian pre-clearance airports, and at select marine locations in the Great Lakes and Seattle, Washington.

Individuals may qualify to participate in NEXUS if they are a citizen or permanent resident of the United States or Canada, residing in either country, or if they are a citizen of a country other than Canada or the United States who plans to temporarily reside lawfully in Canada or in the United States for the term of their NEXUS membership and who pass criminal history and law enforcement checks. Individuals may be denied NEXUS if inadmissible to the United States or Canada under applicable immigration law, provide false or incomplete information on the application, have been convicted of a criminal offense in any country for which they have not received a pardon, have previously violated customs or immigration law, or fail to meet stated requirements of the NEXUS program.

To apply for NEXUS, complete a single application and pay one fee. The form can be submitted on-line via the Global On-Line Enrollment (GOES), mailed, or faxed. Qualified applicants are required to come to a NEXUS Enrollment Center only once, for an interview and issuance of a photo-identification card. NEXUS allows United States and Canadian border agencies to concentrate efforts on potentially higher risk travelers and goods, to ensure security and integrity of the borders. NEXUS allows citizens of the United States and Canada to reduce delays at border crossings, and is an excellent form of international travel identification to accompany your passport.

At the time that this article was written, the one time application fee for a five (5) year NEXUS card is $50 US, and the fee for a US passport renewal is $67 US.

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Words of Wisdom

"When you travel, remember that a foreign country is not designed to make you comfortable. It is designed to make its own people comfortable."- Clifton Fadiman

"Certainly, travel is more than the seeing of sights; it is a change that goes on, deep and permanent, in the ideas of living."- Miriam Beard

"A person travels the world over in search of what he needs and returns home to find it." - George Moore

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Buying or Selling on the Internet

The facts and figures from Symantec Security Response and the Internet Crime Complaint Center are both fascinating and alarming. If you have thought about buying or selling on the Internet, especially with Internet Auction Sites, make sure that you are aware of the best practices and the potential pitfalls before you do. An identity is a terrible thing to waste.

How much for your identity?

According to a Blog from Symantec Security Response, the following is the cost for your identity on the black market

• $14-18 for your complete identity
• $1-6 for a US Credit Card
• $2-12 for a UK Credit Card
• $10 for a World of Warcraft Account

Internet Crime Complaint Center

The Internet Crime Complaint Center (IC3) was established as a partnership between the National White Collar Crime Center (NW3C) and the Federal Bureau of Investigation (FBI) to receive, develop and refer criminal complaints regarding the rapidly expanding arena of cyber crime. IC3 released the sixth annual compilation of complaints received and referred to law enforcement or regulatory agencies for appropriate action.

The following statistics are based on the IC3 2006 Annual Report

Complaint submissions decreased by 10.4%, from 231,493 in 2005 to 207,492 in 2006
Total Dollar Amount of reported losses increased from $183.12 Million in 2005 to $198.44 Million in 2006

Most Common Reason for complaints

• 44.9% Internet Auction Fraud
• 19.0% Non-Delivered Merchandise and / or Payment
• 4.9% Check Fraud
• 4.8% Credit / Debit Fraud

Most Common Amounts of reported loss

• 39.3% reported loss between $100 to $1000
• 31.6% reported loss between $1000 to $5000
• 15.6% reported loss less than $100

Of those who reported a loss, the Average (median) amount of the reported loss

• $5100 Nigerian Letter Fraud
• $3744 Check Fraud
• $602 Internet Auction Fraud
• $585 Non-Delivered Merchandise and / or Payment
• $427 Credit / Debit Card Fraud

Most Common Methods of Contact:

• 73.9% Email
• 36.0% Web Page
• 17.7% Telephone
• 12.0% Instant Messenger
• 10.3% Postal Mail
  

Best Practice to Buy on Internet Auction Sites

• Learn your obligations as a buyer before you place a bid.
• Find out what actions the seller will take to insure the transaction and the delivery.
• Research the seller, especially if the only available information is an email address. Check with the Better Business Bureau if it is a business. Use Google search, Yahoo and other web sites to investigate the seller.
• Try to obtain a physical address. Be wary if the mailing address is a Post Office Box number.
• If there is a telephone number provided, call it to make sure that it is working and legitimate.
• Send an email to validate that it is an active email address. Be wary of sellers that use free email services that do not require a credit card to open an account.
• Check Seller history and be wary if there is previous negative feedback.
• Use common sense when assessing the method of payment.
• Be cautious and aware of laws governing sellers is other countries, international sales may have a dubious outcome
• Ask for written confirmation regarding expected delivery and warranty or exchange return options
• To avoid unexpected costs, find out if shipping and delivery are included or additional cost
• Never give out your Social Security Number, Driver's License Number, Bank Account Numbers or personal information to the seller, they do not need it
• Be very cautious of special offers that arrive by unsolicited email, you are typically better to delete these without opening them, especially if there are attached files
• Do not give your credit card information over the phone
• Do not make purchases online if you are using an unsecured wireless access point
• If you are a victim of fraud, report it to your credit card companies and to the authorities immediately

Best Practice to Sell on Internet Auction Sites

• Take a little time to understand how Internet Auctions work and what your obligations are as a seller.
• Use secure web sites. If you sell from your own web site, then investigate how to offer secure credit card transactions
• Publicly list the actions that you will take to insure the transaction and the delivery.
• List contact information and street address if you are a business. Provide a daytime phone number and email address for inquiries. Make it easy for the consumer to validate your authenticity.
• Take care of your customers and ask for feedback, especially if the transaction resulted in a satisfactory experience.
• Be cautious and aware of laws governing buyers in other countries, international sales may have a dubious outcome
• Post your policy regarding delivery options and related fees, warranty or exchange return options, and payment terms and conditions
• Build reciprocal links with other reputable merchants to establish your authenticity
• Post pictures of the merchandise
• Provide detailed descriptions of the merchandise, including specifications, features, new or used, etc. Research other listings for similar merchandise to see what information your competitors are providing so you will have some additional insight into what your customers may need to see and compare

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Words of Wisdom

"Organized crime in America takes in over forty billion dollars a year and spends very little on office supplies."- Woody Allen

"There is no den in the wide world to hide a rogue. Commit a crime and the earth is made of glass. Commit a crime, and it seems as if a coat of snow fell on the ground, such as reveals in the woods the track of every partridge, and fox, and squirrel."- Ralph Waldo Emerson

"The scars of others should teach us caution." - Saint Jerome

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Reliable, Respected, Revered or Feared

What is most the most important attribute to developing your reputation? Would you prefer to be known as reliable, respected, revered or feared? Is it possible to be all of these things over time? Constructing your reputation is like solving a Rubik's Cube puzzle. It takes time, several steps and the right combination of twists and turns. It is also important to know what it should look like when you are done. When you have the goal in your mind, then you can go about solving the puzzle.

The GOAL

The goal of developing your reputation is to be true to yourself. Be consistent with your principals and your personal values. Your actions, your decisions and your interaction with others should be a reflection of the way that you live your life. If you attempt to disguise your intentions or beguile your associates, you will not be able to maintain trust or confidence. If your intentions are to help your customers, look for other individuals with similar intentions. If you are content with your own situation, then enjoy the camaraderie of your peers and help them to achieve their goals. If your intention is personal advancement or promotions, be open about searching for people who will support your efforts.

If you define and share your goals, you will either find supporters or other individuals with similar goals. At the same time, be cognizant and supportive of the goals of those around you. Be prepared to listen intently and understand the aspirations of coworkers and customers. You person who listens the most is heard loudest.

RELIABLE

First, establish a reputation for being reliable. Regardless of your position, title or tenure, the foundation of your reputation should be reliability. If you are the leader, manager, director, clerk, associate or representative, maintain a dedicated focus on being consistently reliable. It is equally important to be a reliable customer as it is to be a reliable vendor or supplier. No matter how powerful or seemingly unimportant you may perceive your responsibilities, there are other people who rely on you. Be consistently reliable for the people you report to, to the people who look up to you, the people that you support and to the people who support you.

Even if some people respect you, revere you or fear you, you will have no value to anyone if you are not reliable. Do not forget this basic foundation in the search for power or prestige. You may be respected for your capability, but what good is it if you can not be counted on as a reliable individual? This is based on your ability to perform consistently and to be supportive of others.

RESPECTED

You do not have to be the president or a brain surgeon to be respected. Take a look at the positions and the people that you respect most in your life. Then look to see what these people have in common. School teachers and police officers are respected for their individual sacrifice and dedication to their profession in the service of others. Respect can be earned by great achievements through consistent effort, self-sacrifice and being someone that other people can count on, being reliable. A leader or a coach does not earn respect for the position, but rather by what they do with the authority and responsibility of the position. A coworker may earn respect by diligence, effort or self-sacrifice. Winning the lottery may achieve instant wealth, but it does not earn instant respect.

What can you do to earn respect? You might be respected for your talent, for your character or for your perseverance. Respect may be earned by the way that you use your experience, knowledge or previous achievements. If you want to be respected and do not know how to begin, start by being reliable.

REVERED or FEARED

For centuries there has been a debate regarding the benefits of being revered or being feared. One dimensional leaders often choose one of these attributes for their reputation and dedicate their ambitions toward a single goal, to be revered or to be feared. Machiavelli described the importance of being feared, and many dictators who embraced this approach were eventually rewarded with revolution. On the other hand, individuals who take extreme measures to be liked or revered may run the risk of being taken advantage of, and thereby losing much more than respect.

In the balance of leadership, individuals are more likely to make perform or make sacrifice for something and somebody that they believe in. When performance and sacrifice is demanded through fear, the output is reluctant and can not be sustained. From a personal perspective, are you more likely to repeat a task and improve your personal performance when doing something that you enjoy, or for someone that you want to please? Are you more or less likely to expend extra effort consistently for a job or a person that you resent?

Good decisions are made when clear purpose and goals are established and shared. The predominance of fear impairs good decisions, or even worse, may precipitate a culture that lacks any decisions for fear of being ostracized. Avoiding a decision is the same as making a decision to allow unmanaged consequences.

It is possible to be both revered and feared. By virtue of being respected as a reliable individual, you will become both revered and feared. Some individuals will appreciate consistency, predictability, direction and reliability. By the same token, if you are consistent with your own personal goals and values, you may be feared by other individuals. If your values are self-serving, you will be revered by a small group of like-minded individuals and feared by many. If your values are self-sacrificing toward the greater good, then you will find yourself revered by many and feared by the self-serving. In any case, consistency of purpose and character will create circumstances that cultivate opportunities to be revered, feared or both. This depth of character is far superior to a hollow one dimensional approach of choosing to be only revered or feared.

What does all this mean? Stop worrying about your reputation and concentrate on doing those things that reputations are built on. Listen intently to others. Be willing to make sacrifices for others. Be consistently reliable, and be true to yourself. Do your job with the same principles and passions that you live your life, and your reputation will take care of itself. By coincidence, if you can achieve this dedicated diligence to your values, you will discover an inverse relationship that your reputation will grow as your care less about it.

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Words of Wisdom

"Conscience and reputation are two things. Conscience is due to yourself, reputation to your neighbor."- Saint Augustine

"You can't build a reputation on what you are going to do."- Henry Ford

"Regard your good name as the richest jewel you can possibly be possessed of - for credit is like fire; when once you have kindled it you may easily preserve it, but if you once extinguish it, you will find it an arduous task to rekindle it again. The way to gain a good reputation is to endeavor to be what you desire to appear."- Socrates

"There are two modes of establishing our reputation: to be praised by honest men, and to be abused by rogues. It is best, however, to secure the former, because it will invariably be accompanied by the latter." - Charles Caleb Colton

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About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

The Difference between Being Right and Doing the Right Thing

Is it better to be right, or to do right? Is there a real difference between being right and doing the right thing? When it comes to communications, support, and teamwork, there is a perceptible difference between the two.

Customer Service

Assisting customers can be rewarding, frustrating, and downright annoying. The scope of dealing with customers is as diverse as the personalities of the individual customers and the situation that each customer is experiencing. Some customers are grateful for assistance, and express appreciation for the efforts to help them. Some customers are frustrated by a situation or experience, and may express aggravation in a myriad of unpleasant ways. After an interaction with a highly charged angry customer, it can be challenging to not allow the experience to influence your attitude toward the next customer experience. Recipients of highly charged emotional outbursts may carry the experience beyond the workplace. There is a way to dissuade this personalization of an intense exchange with a frustrated customer, and to alleviate the personal aggravation that may result from the experience.

Perhaps one of the most frustrating experiences in providing customer service is the occasional encounter with a customer who is deliberately providing false or misleading information. Regardless of the reason that the customer is being deceptive, it is tempting to be insulted or annoyed by such an encounter. The frustration from this type of experience can also be alleviated with the proper approach to handling the customer.

In the case of angry, belligerent, and deceptive customers, a common response is the feeling that it is necessary to prove that we are right. In an effort to prove that we are right, it may also imply that someone else is wrong. That someone who is implicated as the individual in the wrong is none other than the customer. In the effort to prove that we are right, we may alienate the customer and create a situation in which our interests are at odds with one another. The focus of the interaction and the dialogue may shift from addressing a specific issue, and turn to the great divide between who is right, and who is wrong. The effort to be right, or to prove that we are right, may intensify the anger, frustration, or deceit without making any progress to resolve the underlying problem. In addition to losing the customer loyalty, the result is quite often an unsatisfying exchange that leaves both parties with lingering aggravation. There is no lasting satisfaction from an empirical victory that proves we are right, at the cost of neglecting what is the right thing to do.

To overcome the emotional experience exchange, maintain a clear and concentrated focus on doing what is right. It may be necessary to explain your actions or response with the perception of why you believe that you are doing the right thing. This is not to imply that you are right, but rather why you believe that it is the right thing to do for the customer. Simply saying that it is policy is not usually a satisfactory explanation. It may be necessary to provide a reasonable rationale for the policy. Doing the right thing may or may not include a customer accommodation, and sometimes even the accommodation is not satisfactory. If you can maintain a concentrated focus on the issues and the right thing to do for your customer, avoiding the interpersonal battle of who is right or wrong, you can align yourself with the customer and endeavor to be a customer advocate. Acting as an advocate for your customer in earnest will give you the lingering satisfaction that you have honestly endeavored to do the right thing, regardless of the outcome.

Teamwork

It is unfortunate that similar battles occur with the workplace. As pressure builds and personalities collide, it is inevitable that conflicts arise in which members of the same workplace community are at odds regarding who is right, and who is wrong. Sometimes there is a perceived need for an individual to prove him or her right. This personal need is harbored internally, just waiting for an opportunity to pounce upon an unsuspecting coworker. As internal frustration builds, it may erupt as a volcano of capital letters or profanity in an email or personal confrontation. Email has made it far too easy to attack coworkers and expose inner frailties to the masses while maintaining a temporary safe distance. Confrontational emails are public demonstrations of personal attacks that typically coincide with vicious rumors and unhealthy gossip. The public effort to aggressively prove one as being right is often the public display of a rot that has been growing beneath the surface. The damage to all parties involved, and the collateral damage to innocent bystanders copied on the communications, can be detrimental to teamwork and motivation of the organization.

The vision of what is right and in the best interest of the company or customers may vary between individuals. It is expected that perception and description of the right direction may be shaped by previous experiences, successes, and knowledge. When these experiences and perspectives are shared in a respectful manner between individuals, it fosters a community approach and a sense of unity. Even when individuals disagree on the definition of what is right, it is possible to acknowledge, understand, and agree on a collaborative course of action. Differences in opinion on the right thing to do may also create opportunities for alternatives and back up plans. The key is to be respectful of the experiences and successes of the other individuals within the company team, regardless of personal perspectives or personalities. The important thing is to come to consensus on the right course of action, rather than debating which person is right. Being able to distinguish what is right, from who is right, is the mark of a mature organization on the path to success.

You may read this and think that it is right, or you may have another perspective. I respect your opinion. In any case, this may be an opportunity to create some dialogue within your own organization to discuss and collaborate on what is the right course of action for you and your customers. I trust that you will find satisfaction in doing the right thing, with an understanding that the definition of what is right may evolve and adapt over time.

Keep smiling.

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Words of Wisdom

"When a distinguished but elderly scientist states that something is possible, he is almost certainly right. When he states that something is impossible, he is very probably wrong."- Arthur C. Clarke

"A child becomes an adult when he realizes that he has a right not only to be right but also to be wrong." - Thomas Szasz

"Always do right. This will gratify some people and astonish the rest."- Mark Twain

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Why People Buy

Selling products or services, it is important to understand why people buy. Marketing, sales, operational infrastructure, and customer service should be crafted with the consumer purchasing perspective.

First, we need to distinguish between why people buy, and why people buy from you. Typically, consumers make a decision to buy, before making the decision on which one to buy, or who will make the sale. Most organizations continually refine the process of studying consumer demographics to understand position in comparison to the competition. In other words, the organizations study why a consumer will buy from them, as opposed to the competition. Design, features, marketing messages, and sales plans are organized to differentiate from the current competition. To take a step ahead of the competition, focus first on the fundamental moment of truth, the point at which the consumer makes the decision that an investment or purchase is worthwhile. Before you can answer the question of "why you", you must first answer the question, "why buy"?

Prestige, Luxury, and Style

Some purchases are based on luxury, style, and prestige. This applies to products from watches to cars, and collectors items to homes. It is easy to see examples of jewelry, watches, and other personal items as purchases based on prestige. Jewelry and watches can be a personal expression of style, achievement, a gift from a loved one, or the result of a special occasion. Some cars are purchased to accommodate a family, or to get better gas mileage. Some cars are purchased to make a statement, to convey status, or as an investment to show credibility and confidence. When the commitment is made to invest in an expensive timepiece, a luxury automobile, or prestigious real estate property, the decision to buy is typically based with this intent, well before there is a decision on who to buy it from.

Quality, Reliability, Durability, or Reputation

The decision to buy based on quality, durability, reliability, or reputation is often preceded by an experience that raises this as a concern. These considerations may also apply in the decision process for items like watches and cars, but typically not for the same consumers. Therefore, it may be necessary to understand the intent of the consumers in the market to which you are selling. While BMW and Mercedes have reputations for quality, reliability, and durability, the 'ultimate driving machine' is recognizably more a statement of luxury performance than a reassurance to avoid roadside assistance.

There is much more focus on durability in the Home Appliance market, for example. The lonely Maytag Repair Man is not trying to convince you that he represents a stylish washing machine, he is reassuring you that his brand is built to last. Once the decision is made to invest in a new washing machine, there are many selections with a wide variety of features. There is opportunity to upgrade for conveniences, for appearance, and for style. However, selections based on appearance are typically made after the consumer has already limited the playing field to a finite number of brands with a reputation for durability. Even the selection of brand is made after the decision that it is necessary to replace a home appliance, typically because the existing item is no longer reliable or must be replaced. Unlike a watch or jewelry, it is not very common for appliances to be replaced as a fashion statement.

Save Time or Money

Sometimes the consumer compelling reason to buy is based on the opportunity to save time or money. This can be just as pertinent to business and commercial sales as it is to individual consumer sales. Saving time, or making more effective use of time, can often be quantified in quality and monetary terms. There is also opportunity to save money by investing in energy conserving devices. Quite often, reducing expense or conserving time are not the catalyst to start the process of thinking about the buying decision, but rather contribute to the timing of the buying cycle. When confronted by a potential need to buy, the opportunity to save time or reduce cost can be compelling motivation to take action.

Sales, Marketing, and the Web

Once you have identified the contributing factors that compel consumers to make a purchase in your market, then it is time to reflect on your message and how you will reach out to those consumers. Your message of 'why people should buy from you', should be framed in the context of this moment of truth, the moment that consumers make the decision to buy. This is a distinctly different direction than beginning your planning based on what you have to offer and want to promote from your own features and benefits. On the contrary, begin with the perspective of that precise moment in time that your prospective consumers flip the mental and emotional switch to relinquish monetary funds for the products or services in your market. What are your customers feeling and thinking about at that precise moment? Your marketing and sales messages should be empathic to that moment of truth, and to those customers. If you are struggling to identify that moment of truth, talk to your current customers and find out why they made a decision to change or buy.

Design your web site to welcome consumers at the moment of truth, and to give them your compelling and empathetic reason to buy. Your messages and images should be based on what the customer is looking for in a provider of goods or services. Your web site is not a place to shout your features to the heavens and hope that customers will be hypnotized by your exotic and unique advantages compared to your competition. On the contrary, if the message on your web site clearly identifies customer needs at the moment of truth, then your competition becomes irrelevant. Use your web site and your marketing materials to identify with your customers and create a relationship through demonstrating awareness, compassion, and commitment to that pivotal moment in the purchase process.

Beyond Sales

It is more than marketing messages, web sites, and sales. The awareness, compassion, and commitment to your clients must resound in every aspect of your organization and delivery. Whether you are providing goods or services, the manner in which support and customer service is delivered to the individual consumer must be consistent with the message conveyed before the sale.

If the message before the sale is based on luxury and prestige, then rest assured that your clients are expecting to be treated with luxury and prestige after the sale. The operational functions and customer service must be designed to deliver exceptional personalized treatment and consideration.

If the message before the sale is based on quality, durability, and reliability, then service after the sale is expected to live up to the same merits. It is inevitable that some products or services may experience unexpected failure or defect. The response to defects in material or workmanship should be as reliable as the product is purported to be, and should mirror the same standards of quality. The quality of customer service has much longer lasting impact on a reputation for customer service than any marketing message or brochure. Quality customer service and operational expertise can be the foundation of a reputation for reliability, and the backbone of integrity with existing and future customers. Reliable service is a compelling reason to buy.

Beyond These Examples

These are just a few examples of compelling reasons that consumers decide to buy. The purchase of services may be predicated on product failure, a convenience to replace personal workload, or a strategic decision to outsource a business function. A business decision to buy may be based on periodic timing to implement changes, end of lease, or financial stimulus. There are many scenarios, but it is important to understand the perspective of your customers and the reasons that they buy. There may be multiple contributing factors, and it may be necessary to prepare several different messages to accommodate the different perspectives. Find the most common reasons that your consumers decide to buy, and then work on your marketing, sales, and customer service delivery to match that moment of truth.

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Words of Wisdom

"Normal is getting dressed in clothes that you buy for work and driving through traffic in a car that you are still paying for - in order to get to the job you need to pay for the clothes and the car, and the house you leave vacant all day so you can afford to live in it."- Ellen Goodman

"There's a whole segment of the population with a mentality that bases good times on where they can go and what they can buy." - Jeff Foxworthy

"Certainly there are things in life that money can't buy, but it's very funny, did you ever try buying them without money?"- Ogden Nash

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You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Implementing New Technology

There are amusing and horrific stories of the trials and tribulations associated with the transfer of technology, and the implementation of new systems and architecture. There are lessons that we can learn from those who have blazed the trails before us, and those who have been burned by the blaze. Get your fingers ready to count the five fundamental considerations for implementing new technology.

What we learned from Oracle

"The original plan was to transition the existing IT infrastructure to Oracle over a period of three months. It is three years later, and we think that we are almost done with our Oracle implementation." Does this sound familiar? if so, you have plenty of good company. Oracle is a powerful engine. It is high octane, scalable, and has flexible object oriented architecture to allow continuous growth and integration. So, what went wrong?

Quite often, in the eager anticipation to install the latest and greatest engine, the other parts of the car were forgotten or overlooked. Sure you have a powerful new engine, but your steering wheel is gone. It was replaced by a series of point and click drop down boxes to precisely instruct the car to turn at a specific angle. Do you want to make a 30 degree turn, a forty degree turn, or a 90 degree turn, right or left? Simply choose the appropriate item from the drop down menu and you will have the exact turn that you desire. Gone is that old fashioned and inaccurate steering wheel that required manual intervention and guidance to gradually adjust the turn in process, and installed is the precision turning device that is managed by your mouse. The problem is, nobody mentioned that the new steering mechanism was sold separately, and would take another six months to program. Nobody mentioned that everyone responsible for driving the car would have to learn a new steering methodology, lose the ability to make manual adjustments along the way, and need to learn to be more predictive and accurate in the selection of the accurate turn. Adjustments can be made along the way to correct a turn, with more point and click menu selections, if necessary. The extra time, design and development costs, and employee training are sold separately. You see, Oracles sells that powerful engine, not the steering wheel.

Does that sound funny or familiar? If it sounds familiar, then the humor is bitter-sweet. If it sounds ridiculous, then you have not experienced it yet. The steering wheel is only one example. Once the steering mechanism is programmed and put into place, then the other discoveries begin. That powerful engine comes with a speedometer and tachometer, so you can see your performance and the RPM of the engine. Isn't is exciting to see that you have only partially tapped into the incredible power of this magnificent Oracle engine? Unfortunately, if you rely on other dashboard devices like signals for turns, air conditioning, or a radio, then you have to build these things yourself. After all, the engineers of the engine realize that you turn on different roads than everyone else, you have personal preferences for your climate controls, and you have personal preferences for terrestrial or Sirius satellite radio stations. Therefore, you need to build the point and click objects, menus, and radio buttons to accommodate your personal preferences, and all the possible variations thereof. Someone forgot to mention that all of these functions and amenities need to be custom designed for each driver.

Once the common dashboard and control devices are designed, developed, and implemented, then the next wave of discovery begins. The old buttons, knobs, and dials are gone. Everything has been replaced with the convenient control of a single device, your mouse. That seemed like a wonderful convenience when it was first described to you. All of the controls are at two fingers on one hand. Once you are past the pain of installing all of the other controls at additional cost, it occurs to you that it might be a little complicated to switch between steering the car, sending a command to roll up the windows, turning on the air conditioner, selecting a radio station, and signaling your turn, all at the same time with one device. All of these things require a different set of menus, so you need to choose your work stream very carefully. Otherwise, you may run into the back of a truck while trying to turn off the heater, and turn on Howard Stern. Just then, it begins to rain, and you realize that the windshield wipers have not been coded yet.

Dear Larry Ellison, please forgive me if my sense of irony has inadvertently presented what could be perceived as an unflattering commentary. It is merely intended to make a point about proper planning for transition of technology. After all, you do build a beautiful engine.

So, what should we do?

1) Be Aggressive

It is appropriate to be aggressive when implementing new technology that provides a competitive edge. The competitive edge may be related to overall system performance that empowers employees to become more productive. A competitive edge may be a utility that empowers clients and customers to become more self-sufficient, like installing the ATM machine outside the bank for customer self-sufficient convenience. The competitive advantage may integrate multiple functions, partners, or streams of data that allow for more intelligent decisions or effective business. If the implementation, integration, or transfer to new technology is going to have a substantial and measured competitive advantage, then be aggressive about the pursuit of technology.

2) Be Cautious

If the transfer of technology touches upon the core competency or revenue of your business, then be cautious about making any significant changes. This does not mean that you avoid improving technology. It merely implies that it is appropriate to be more cautious in studying the ramifications and ancillary applications which may be impacted by even a subtle change to the code. There are horror stories from companies that implemented seemingly innocuous changes to billing, and then failed to produce invoices or statements for the clients. During this period of the transfer of technology, revenue was suddenly reduced. The result created financial hardship for the billing company, and for the disgruntled customers who suddenly received several months worth of accumulated billing once the invoicing system issues were resolved. Not only was this an impact on cash flow during the interruption in billing, but it impacted the relationship with the clients as well. Be aggressive about competitive opportunities to grow your profit and performance, but be cautious when it comes to implementing changes that may impact your core business offerings, clients, or billing.

3) Be Quick

Be quick to implement minor changes, and carefully monitor the impact. When it come to performance enhancement, internal suggestions for simplifying routines, or improving the customer experience, do not delay. Design the small changes, test the changes thoroughly, and create a schedule to consistently roll out enhancements. Quite often, the little enhancements have the biggest impact to business performance.

4) Be Slow

When it comes to major changes in the architecture or systems that sustain your business, be slow in implementing change. Frequently, the core architecture and functions of the business are the most efficient and streamlined. The processes that get the most use are the ones that get the most attention, and are often the most highly evolved. Unfortunately, these are also the processes that typically are selected for the first priority when it comes to implementing a transfer in technology. On the contrary, avoid the allure of focusing on familiar ground, and preserve the primary processes until the transition has been tested on some of the more complex, and less often utilized, utilities. By focusing development on the most complex and least used functions, there is tremendous knowledge to be gained by the experience, and the least amount of impact to the business. There are too many horror stories of companies that eagerly transferred the main processes, and then spent months or years working out the bugs that could have been identified by developing a much less needed or impactful part of the process.

5) Be Safe

There is no better time to address the vast array of potential security needs than during the design, development, and implementation of new technology. What personal data to you manage, process, forward, or store? This is not limited to credit card transactions or bank account numbers for wire transfers. Somewhere in the enormous archives of data, you are probably holding precious private information on every one of your own employees. Employee records contain social security numbers, bank accounts for direct deposit, names and addresses, and possibly even reference to medical coverage. Quite often we think about the pipeline to our customers, and forget about the goldmine of private information inside our own facilities. Don't we owe the same protection to our own employees?

Privacy data can include medical records, financial records, and personal information. Driver's license numbers, credit card numbers, or even matching email address with telephone numbers, are all potential risk to privacy. The threat is not limited to how people access the information from the outside, or the number of firewalls that you put into place. The threat is also from the inside, and what kind of information is available to employees and associates. How easy it is to look up client records and download the information to a thumb drive? How easy is it to copy the entire company database of customer information, account information, or intellectual property? What would it be worth to a disgruntled employee to take valuable client information to a competitor?

There is no better time than the present to have a security expert evaluate the potential breaches of privacy in your organization. If you have customers, credits cards, customer accounts, client information, intellectual property, financial information, medical information, or employee information stored electronically, accessible on a network, or printed in files, then it is time to consider security.

If you are in the midst of preparing for a technology transformation, design, development, integration, or implementation, then it is the perfect time to review all of the related documents with a security and privacy expert. If you are organizing all of this information, then why not take advantage of your efforts to protect your customers, your employees, and your business? Executives and management are increasingly being held responsible for ignoring or overlooking the potential security breaches in their respective organizations, both from protecting customers from external threats, and for controlling the actions of disgruntled employees. Mitigate risk to the company, and the executives of the company, by taking appropriate and reasonable precautions for expert analysis, controls, and privacy.

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Words of Wisdom

"Technology is dominated by two types of people: those who understand what they do not manage, and those who manage what they do not understand."- Putt's Law

"For a list of all the ways technology has failed to improve the quality of life, please press three."- Alice Kahn

"There is an evil tendency underlying all our technology - the tendency to do what is reasonable even when it isn't any good."- Robert Pirsig

"Humanity is acquiring all the right technology for all the wrong reasons."- R. Buckminster Fuller

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"As a successful business professional for over 25 years and having worked for large corporations to start-up operations, the one common thread I've found for success is to understand your values and always do the right thing for your clients and colleagues.
The book by John Mehrmann, The Trusted Advocate: Accelerate Success with Authenticity and Integrity, does an outstanding job of articulating what most successful sales and business professionals inherently understand - that people want to do business with those they can trust and are looking out for their best interest. People know when they are being "sold" vs. working with someone who takes the time to understand their needs and is looking to develop a long term relationship. Most sales training books emphasize technique and process. The Trusted Advocate: Accelerate Success with Authenticity and Integrity takes it to the next level, starting with understanding yourself and your values and guiding you to become exceptional by doing the right things. I recommend this book to anyone that has the desire to excel and improve their professional relationships. It might even help your personal relationships..., "

Eric Nelson
President
Secure Privacy Solutions
http://www.secureprivacysolutions.com/

The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com, and many other fine booksellers.

About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

Measuring the Benefits of Sales Catalogs

What to Victoria Secret, DELL, Staples, Radio Shack, and Montgomery Ward have in common? Each of these companies has used the catalog to achieve a dominant position in a competitive marketplace. Each organization has used the catalog in a slightly different manner, but each has achieved the ultimate goals of market-share and profitability. How did they do it?

Several organizations have made the mistake of measuring the effectiveness of a sales catalog by the direct number of sales that come through toll free numbers or other order mechanisms associated with the catalog. Montgomery Ward is an example of a once proud company that failed to measure the effectiveness of the catalog properly, and subsequently suffered the consequences.

Montgomery Ward built an empire around the catalog, using it as a means to communicate with potential consumers in extended geographic regions, and orders from other local store owners. The Montgomery Ward catalog kept the brand name fresh in the hearts and minds of consumers. The catalog alerted consumers to upcoming sales events, special discounts, and reminded them of purchases associated with changing seasons. Back-to-school, holiday shopping, and lawn maintenance welcomed shoppers with seasonal specials and compelling limited time deals. Even if the consumers did not take advantage of the seasonal sales event, it reminded them of the items available at Montgomery Ward stores, and thereby reminded them to shop there when the next need should arise.

Unfortunately, Montgomery Ward opted to eliminate the catalog in a rebranding effort. The rebranding effort included shedding the appearance of a general merchant and discount catalog store by cancelling the catalog distribution. The focus of the rebranding effort was to develop a reputation as a multi-faceted boutique retailer, offering an assortment of brand names and styles at higher prices. To underscore a commitment to the company rebranding effort, the company made significant investments to redesign many of the stores. New lights, new carpet, new displays, and new brand name products adorned the redesigned stores, but the public did not come. Montgomery Ward advertised the grand reopening of the redesigned stores, even as it closed other locations in an effort to reduce overall expense. Unfortunately, while the stores were being remodeled, consumers started searching for other shopping locations, and became accustomed to other retail experiences. Montgomery Ward did not have a catalog to maintain communication and customer awareness during this transition, and as a result, the stores reopened to thunderous apathy.

The Sales Catalog is more than customer communication. It is also a tremendous tool for the retail sales associates. Radio Shack was once an exceptional example of the catalog as a tool for both consumers and retail sales associates. The catalog was a reference tool for identifying and comparing options. The catalog was an easy way to search for products, and inevitably be introduced to others. How many remote control toys were sold as a result of searching for electronic components? It is not very likely that an unrelenting demand for remote control toys has been enough to sustain this product line as a staple of the electronics chain of stores, but much more likely that the constant reminder and accessibility has sustained impulse buys for several generations. Unfortunately, Radio Shack opted to replace the catalog with an efficient online Internet ordering utility. While this online utility greatly simplifies the search and purchase of a specific item, it has also removed the vast quantity of impulse buy options that tempted consumers at home, and in the stores. The online utility is useful to sales associates in the store to look-up an item, but sales associates are far less likely to spend idle time thumbing through Internet pages to look at products and features than they spent lazily flipping through a catalog on the counter. If the sales associates are not thumbing through your web site during idle time, then it is even less likely that your consumers are doing it.

Staples is a marvelous case study of a retail sales organization that has learned to maximize the catalog, Internet, and promotional advertisements. Staples sells office equipment. The product from Staples includes paper, pens, staplers, chairs, computers, printers, software, cables, and virtually anything that someone might need to run a business at the home or office. Students also use staples for supplies. These commodity items are not differentiated product brand names, and for the most part, are readily available from many retail outlets. The differentiation comes not from the brand names, but from the overall execution of the consumer communication, including the use of the catalog. The retail sales experience at Staples is a dedicated attention to the consumer, using the web utility and the catalog to maximize efficiency.

Staples uses the Internet utility for itemized search and order fulfillment. Store associates frequently use the same application that is available to the general public, as a means to order specific items that may be temporarily sold out, or otherwise out of stock, at the retail location. The catalog is used for research and comparison. At businesses, schools, government, and home offices, the catalogs arrive on a consistent basis, and are a valuable reference tool. Many business establishments keep the catalog from Staples within easy reach, making the store a constant resource for supplies. The marketing and promotional messages in newspapers and other local advertisements are a constant reminder at home, just in case you missed the catalog at an office. Staples uses these methods of communication to remain at the forefront of consideration in any event that office supplies are needed. That was easy.

A manufacturer brand that utilizes the catalog effectively is the very brand that effectively utilized the Internet as a means to dominate personal computing. DELL, often recognized for prowess in leveraging the Internet experience and direct online customer sales model, uses the catalog to effectively maintain relationships and customer loyalty. With the web interface, DELL allows each consumer to customize the features of a computer, and have it built to individual specifications. The Internet is indeed a powerful utility for DELL, but the interest in features, colors, accessories, and brand is nurtured by an exceptional orchestration of catalog and promotional advertising. Once purchasing from DELL, it is likely to expect to consistent delivery of catalogs to home or office. Although it is not likely that a consumer will immediately purchase another computer, there is an enticing array of other products to tempt the consumer. The catalog includes printers, extended service plans, carrying cases, and a growing variety of consumer electronic devices. As new technology refreshes the capabilities of the equipment in the catalog, the consumer is able to keep pace with pricing and features. The lure of accessories and peripheral electronic items is a constant opportunity for additional revenue, and the ability to monitor changing technology enables the consumer to plan the next purchase. Because DELL is providing the specification, features, colors, and pricing in the catalog, when the consumer does decide that it is time to upgrade the computer again, the planning and expectations have already been established by the options communicated in the catalog. The catalog becomes the standard by which all other purchases are compared, and the Internet utility makes it easy to complete the customized ordering process. This is a powerful combination.

Any mention of the effective use of catalogs would be incomplete without an acknowledgement to the most recognized and dominant force in catalog history, and that title belongs exclusively to Victoria Secret. The catalog that has launched the careers of many models, set the standard for fashionable lingerie, and maintained a prestigious iconic status in the routines of comedians worldwide. The mere mention of the Victoria Secret catalog in a comedian's repertoire elicits immediate recognition that the catalog is as anticipated by men, as it is for women. The Victoria Secret catalog has become a statement and lifestyle, far exceeding mere branding of a retail store. As a result of continuous and exceptional use of the catalog, the product from Victoria Secret is conveys a sense of confident sensuality and romance, regardless if the product is a garment, lotion, candle, or cream. To be listed in the Victoria Secret catalog is more valuable than advertising the factory producing the product. In this case, the catalog is the brand, and the retail store is an outlet for fulfilling the demand.

Catalogs are not only intended for distribution to facilitate consumer communication, branding, or to create demand. Many automobile manufacturers produce catalogs specifically for the showroom. This method enables a focused distribution, by physically handing a copy of the catalog to visiting consumers. These catalogs typically include much more detailed information, specifications, lifestyle focused graphics, and an expectation that the recipient of the catalog is already a brand enthusiast. These catalogs are essentially enhanced brochures, and are very effective for the small targeted community that receives them.

Catalogs are not for everyone. Catalogs are effective communication tools for establishing and maintaining a brand, for generating demand, and to nurture relationships with loyal consumers. Catalogs can be highly effective when coordinated with promotional advertising, Internet utilities, retail stores, and consumer registration. When used effectively and consistently, catalogs empower repeat business and recurring revenue beyond the measurements associated with an immediate direct sale. Creating an alluring catalog is an art form, and formatting a functional one requires organization and planning. When done properly, the catalog becomes a viral marketing piece that is often handed from person to person, or picked up and perused by potential future consumers, which is something that does not typically occur with electronic catalogs. When considering the strategy for using a catalog, review the examples of the masters in marketing and communication for this media. Learn from the achievements of Victoria Secret, DELL, and Staples. Then, reflect on your coordinated communication and marketing strategy as a means to identify relevance to your growing base of loyal consumers. Measure the overall impact to your business, not just the limited direct sales, and listen carefully to the feedback of your clients. Perhaps one day your name will be listed on the catalog walk of fame.

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Words of Wisdom

"If you don't find it in the index, look very carefully through the entire catalogue."- Sears, Roebuck, and Co., Consumer's Guide, 1897

"The key part of your brand is a quality product. Creating exceptional content is the number one thing."- Rufus Griscom, Building Buzz for your Web Project

"The more elaborate our means of communication, the less we communicate."- Joseph Priestly

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"John Mehrmann has a great vision for strategies and down to earth sort of tactical ways of running his business. I had lots of fun collaborating with John and his team. I would welcome the opportunity to work with him again at anytime. Best of luck, John!" - Jimmy Truong (Cuong Truong) Group Manager, CTO, Toshiba America Information Systems, Inc

The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com, and many other fine booksellers.

About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.