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Marketing

Lead Generation: Get More Leads and Convert Them into 2020 Sales

in Columns/Marketing

By STEPHANIE WOODCOCK

As we review our 2020 marketing plans, the main question I hear is: How do we get more leads and turn them into sales?

I sit down with companies and develop crawl, walk, run marketing plans.

.  What do we do first, next, this year and next year? First off – dream big. Get that “run” plan written down. If you don’t plan for it, it won’t happen.

Crawl

Let’s focus on crawl and walk first. These are items that we can solidly get accomplished in the calendar year. The “crawling” category is about finishing easy-to-activate tasks. All housekeeping marketing items belong here, such as:

  • HTML-coded email signatures with a Call to Action button
    • Keep it consistent. Change up the CTA button periodically. Add extra content, a link to your LinkedIn profile, a project spotlight, published article, charity involvement, giveaway or award recognition. Be creative. Your email signature is one of the first and most frequent branding elements your clients see.
  • Upgrade proposal templates, office collateral, PowerPoint presentations, invoice templates, etc.
    • Keep consistent and make sure all your office personnel have access to the newest versions.
  • Website maintenance

This item should be first on the list, but I’m easing you into 2020. Nothing says “I don’t have a marketing person” like a poorly updated website. Updating plugins and page content, changing out footer information, getting an SSL certificate are all necessities to keep the brand current and your clients informed. Make a note in your “run” category to have all these website updates prepped for 2021 before 2021 begins.

  • Update your email database

Walk

My favorite category. It’s a sight to see my clients reach and grab things off the proverbial coffee table of marketing ideas and put them into action. This is where the fastest growth happens, and lead generation can take off. We go from teetering on two legs to stomping around, impressed by our massive marketing strides.

Here are some possibilities that fall under the “walk” category:

  • Inbound Marketing
    • Add content to your website that acts as lead generating tools. Websites need to be more than just brochure, informational sites. This includes how-to videos, lead generating PDFs, surveys and content that creates urgency. Our goal is to engage the customer with detailed information that solves problems.
  • Press Releases and Advertising
    • Maximize your print ads, electronic ads and press releases to drive traffic to landing pages on your website. You will be able to track traffic, engage your audience with lead generating tools and capture more database information critical to your outbound marketing plan.
  • Association and Event Involvement
    • Are you overly relying on repeat and referral business and not enough on inbound lead generation? In an increasingly digital world, it’s important to keep face-to-face with clients and prospects. Pick three events to attend and consider sponsorship opportunities in a major event where a good portion of your clients are present. In the A/E/C industry, it is crucial to be a fixture at industry association functions.
  • Outbound Marketing – Get Creative
    • Develop creative campaigns involving digital and event marketing that promote a service, award, anniversary, new look or anything creative that solves a problem, entertains or educates. In B2B lead generation, our jobs as marketers are to identify the audience, connect with targets, explore opportunities and then advise. Business does not just walk in the door and sign the contract. It takes a structured, lead generation plan and a joint effort by sales and marketing to get it accomplished. Your digital marketing should be an extension of your face-to-face sales effort and communication.

Run

Grab your headband. Here we go. The run category is for goals that may not happen this calendar year but are still important. Whether you want to create an onboarding video for your new employees, implement a new CRM format, increase SEO/SEM practices on your website or start a new texting program for client engagement, all these items are placed in the “run” category. These typically take time for buy-in and require a higher spend, so they demand a longer lead time for implementation.

All these items generate more leads. Engaging with sales via a structured strategy in a crawl, walk, run marketing plan helps nurture these leads into sales. The two go hand in hand. We can’t have a great marketing plan and generate leads if we don’t also have a way to guide them into sales.

Stephanie Woodcock is president of Seal the Deal Too, a St. Louis-based marketing, creative & communications firm. She can be reached at stephanie@sealthedealtoo.com.

Sales Excuses in Place of Sales Effort: Smart Sales Professionals Ditch the Excuses

in Columns/Marketing
Tom Woodcock

By TOM WOODCOCK

I’ve worked with hundreds of people responsible for their company’s sales effort. I’ve seen some incredible individuals who seem to be in the mix on every deal they go after. They nail it and ask little in return, except for their bonus or commission check. Their companies thrive and their profit margins are strong. The economy – whether poor or booming – doesn’t affect them. They are producers, simple and true. They may not be the thriftiest among us, but who cares if they bring home the bacon? For those of you out there who fit in this category, I salute you.

Then there’s the other category – folks who complain about every aspect of sales, who blame the economy and who complain that everything is about price. They find fault with their own company and are seldomly proactive. They argue with you that sales work doesn’t make a difference, but when they get a deal, they’ll tell you how they learned the inside track on the project. It can drive a manager crazy. These responses are very simple to explain. They’re excuses.

I have contractor clients who are securing work in minimum or no-bid competition. They are winning without being the low number and are getting good margins and repeat business. Their clients call them first or keep them on a short list. These contractors set aside time in every work week specifically for sales work. They understand there is no more important aspect to their business than sales. They market properly and do the extras to develop relationships. These folks are networking and not qualifying away opportunity. They don’t discount those who are consultants regarding sales and marketing as less than valuable. They are regularly looking to grow and learn in relation to their sales skills.

Not all of them come by it naturally. Some of them were also excuse makers at one time. The change came for some when there was virtually nowhere else to go but sales work to gain profitable business. A few were sweating things out before they turned the corner.

The first step to excelling in the way you sell is to quit with the excuses.

When I begin working with a someone who is a sales agent for his or her company, the first place I start is to discover how that individual is using his or her time. Most of us get things thrown at us regularly that lure us off task. Having a plan in place that forces you to incorporate sales time can begin to stabilize your schedule. The more you learn and train your customers, the more control you have over your schedule. My next step is to find out why they feel they’re not enjoying the sales success they’d like. This flushes out the excuse. Trust me, there are only three to four excuses in total within the construction industry. These excuses might have slight variations, but really, they’re all very common – although they feel unique to each person. Setting a sales strategy for specific customers and targets is the next step. If you were to do only these few steps, you’d be doing more than most contractors, or for that matter, companies in general.

The pressure to perform in a construction environment as competitive as the current one is great. Many experience failures at a rate they’ve never seen before. The easiest explanation is to find fault in some other area besides one’s sales work. The more difficult response is to adjust your sales approach and focus the same level of attention on that effort as you would to finding profitability on a project. Refreshing marketing collateral, finding time to connect through business-oriented, physical social networking, establishing a strong digital footprint and setting an aggressive call schedule takes time when combined with planning. Finding excuses not to take that time will only result in the same pattern of sales. If that pattern is trending down, deeper it will go.

So many contractors are looking for ways to get an edge or find new opportunity. How do you propose to do this if you are continually excusing a weak or ineffective sales effort? Multitudes of contractors across the country are struggling with the challenge of getting business. Productivity for most contractors is at an all-time high. Field performance is at a premium. Many are working ridiculous hours and giving the operations aspect of their business everything they have. They’ve cut costs to the bone. Still, there’s no light at the end of the tunnel. As we head into the winter, we are entering a prime sales season. Filling your pipeline with quality opportunities now will bring results in the spring.

Evaluate your sales work and determine if you need to make adjustments as opposed to excuses. If you are not an excuse maker but things aren’t where you want them, change your sales strategy. Find areas of weakness and correct them. Maximize your strengths and invest in the customer relationships you have. Expand your network and get out of the office because there aren’t a lot of customers there.

I’ve been watching the continued trend of reducing personal contact with customers. Technology has made it easier to do so. I’ve watched young, millennial sales personnel sit in front a potential customer and blast them with data and information. The data-driven sales processes coming into prominence will do nothing more than increase pricing focus. Unfortunately, in construction, price is a poor decision-making factor if the facility is poorly built or not built to the project owner’s wants and needs. Safety, quality of materials and skill of labor begin to become watered down in the quest for the lowest bid possible. If you don’t think that’s true, you’re not really looking very closely.

Construction lives and breathes with sales. The competitive differences are very real. With millennials becoming decision makers, sales agents need to realize they’re selling the value of relationship, skill and reputation, not simply the project.

Construction has never been black and white. Just ask the excavator who hits bedrock unexpectedly, the demo contractor who discovers an environmental hazard behind a wall or the masonry contractor who discovers the plans are an 1/8 of an inch off. There is still a lot of selling to do in construction, and it needs to be done effectively. One of my most consistent points is simply this: If sales is the most important part of your business, why in construction does it not get the same level of attention that it merits? Without sales, you have nothing else. Construction isn’t so unique that you don’t need to focus or improve in the area of sales. You must, just like in any other business.

Tom Woodcock, president of seal the deal, is a speaker and trainer for the construction industry nationwide. He can be reached via his website,  www.tomwoodcocksealthedeal.com, or at (314) 775-9217.

How to Turn Referrals Into New Business: Let Marketing Tell Your Story

in Columns/Marketing

By STEPHANIE WOODCOCK

Stephanie Woodcock

As an architectural, engineering, or construction (A/E/C) company, how do you acquire business? Some common answers I’ve heard are through “trust, longevity, relationship, price, expertise and quality.”

I’ve also heard the following: “I don’t need marketing, because most of our business comes from referrals.” In fact, if I had a nickel for every time I heard this, I would be at least a few dollars richer. Companies who rely on their referral business and expertise or longevity in the industry may assume that they don’t need to market. But, the very nature of A/E/C company referrals has changed, and it has significant implications on a B2B marketing strategy.

According to a study conducted by a large marketing firm that surveyed professional services companies, more than 81.5 percent of these B2B companies have received a referral from someone who was not a client.  (Source: https://hingemarketing.com/library/article/referral-marketing-for-professional-services-firms)

There are three types of referral business:

  • Experience-based referrals
  • Reputation-based referrals
  • Expertise-based referrals

Most A/E/C companies are familiar with experience-based referrals. This type comes from direct business such as clients and professional partners. The vast majority of referrals, however, come from people you don’t know. They either recommend your company because they know your area of expertise, or they know you by reputation and know someone who has heard of you.

The key is to capture more of these last two groups of non-client referrals with a strong marketing strategy. In the A/E/C industry, 20 solid relationships will get you farther than 1,000 contacts. Why risk the possibility of not gaining a Top 10 customer because of lack of foresight in your marketing strategy? If 81.5 percent of our referrals are people who have not been our clients, we need marketing materials, brand presence and a digital identity to grab their attention.

How do we convert referrals to new business?

According to the same B2B company study, 51.9 percent of respondents ruled out referrals before they even spoke with the firm in question. While there is a detailed list of reasons the prospect dismissed the referral, the top reason, cited by 43.6 percent of respondents, was a lack of clarity about the provider’s services, expertise or capabilities. Other top reasons included inadequate marketing materials, insufficient clarity or overemphasis on selling rather than education.

Not only are we getting referrals from people we haven’t directly done business with; of those being referred to us, one-half of them are potentially not being converted into business because of a lack of marketing.

Maybe I should give my nickels back. If most of your business relies on referrals, you should be most concerned about marketing to the “low hanging fruit” you’ve worked so hard to attain through your reputation, expertise and experience.

You may let me keep my nickels, because I’m going to save you money with the following list. Of all the bells and whistles available through marketing agencies, here are my top four marketing strategies for B2B companies in the A/E/C space:

1) Content Marketing

Become the expert. Write blogs and newsletter articles. Speak at events. Attend association events. Set yourself up as the authority in your specialized field and watch the referral business come in. Get the word out through press releases, email marketing, social media, event marketing and association involvement.

This is how you help build reputation referrals. By using content marketing in conjunction with the rest of the tactics in this list, you can build a brand with a widespread reputation for your specialty and a greater understanding of your expertise, even among audiences that haven’t worked with you directly.

2) Consistent Website Presence and Marketing

Gone are the days that your website can be a “brochure website.” Eighty percent of buyers look at company’s website to check you out. New people are looking at your site for credibility factors, to see what you do, to find you through search tools, etc. Prospects want to find new content, a responsive website that answers their questions, one that is user friendly and stays up-to-date. Continually update and maintain your site with new blogs, white papers, landing pages, images and social media posts. Having a dynamic online presence that shares the expertise of your key professionals is the key to generating expertise-based referrals.

3) Creative Branding Strategy

Beyond your digital presence and white papers, you need ongoing creative branding and marketing campaigns that resonate with the customer base. This is the fun part of marketing. Introduce a new campaign around a theme that your customer base will appreciate. You need brand recognition, but you also need to make it fun. Keep your message consistent but interesting. This kind of brand recognition can lead to referrals and new business. 

4) Get Face-to-Face

Establishing a robust marketing strategy and digital presence does not mean we can vanish from being face-to-face with our customer base. You need to be at industry events, representing your brand, pressing the flesh and giving a face to the great reputation that is gaining you all those referrals.

Trust, longevity, relationship, price, expertise and quality are all admirable qualities with which to build a good company. How do we transform a good company to a great company? Good to Great Author Jim Collins says the secret ingredient is the discipline to do whatever it takes to become the best within carefully selected arenas, and then to seek continual improvement from there. Collins also says managing your problems can only make you good, whereas building your opportunities is the only way to become great.

The great companies that really stand the test of time and stand out to their customers are the ones who learn to tell their story. Your opportunity lies in how your story is told. Marketing helps tell your story. Marketing creatively outlines the specialties, expertise and reputation a company has in a way that resonates with customers, referrals and prospects. Your marketing message helps clarify why your company is great – and not just good – and gives substance to the words trust, expertise and quality. It’s worth a nickel or two.

Cultivating the Best Customers: Build Them and They’ll Be Yours

in Columns/Marketing

By TOM WOODCOCK

Tom Woodcock

The challenge in developing a customer base is determining which customers represent the best possible opportunity. Which pay the best? Which are easiest to work with? Which are the least demanding? Companies market themselves to death trying to attract these types of customers.

That’s the core problem – thinking all you need to do is attract the best customers. It’s kind of like the woman who only seems to attract loser men or the man who only seems to attract needy women. That’s a lot of people.

Available, perfect customers are virtual unicorns. The key is you don’t attract them. You build them.

This is the secret in building a customer base that is loaded with grade A clients. As with any desire to get ROI in a sales effort, you must ask the question: What am I willing to invest? Too many companies make a passive effort trying to gain business and sales. They sporadically meet with clients, often only in relation to an upcoming project. This is not enough to build a quality customer base. Your investment of time and resources is imperative to achieving this end. Cutting corners or limiting customer contact can reduce the depth of your relationship. Merely evaluating good customers from poor customers is not enough. If a customer doesn’t feel you’re invested in the relationship, he or she can just as easily use your competitor.

The greater the depth of relationship, the stronger the bond of trust with your clients. The greater the trust, the more willing the customer is to accept your interpretation of project scope and pricing. Clients believe you will be fair and look out for their best interests above yours if they trust you. Establishing this level of trust directly impacts your bottom line.

How do you achieve this level of relationship? It’s not as hard as you think.

First, set aside time for the lunch, coffee and happy hour encounters that sometimes seem fruitless. During some of these, don’t even talk about a project or discuss business at all. Just laugh and discuss your favorite team’s season. Ask about their children’s achievements. (Black and white thinkers see this as a colossal waste of time; hopefully those people work for your competitor.) Invest in developing a friendship beyond a project-based relationship. If you do, when a project does arise, you’re the go-to in your area of expertise. If you’re not taking the time to invest in these encounters, you’ll never be considered more than a viable supplier. That’s what most contractors are to their customers.

Second, budget resources to entertain and recognize your customer base. People still appreciate a good lunch meeting, round of golf or a game. (I can hear the CFOs out there sighing in frustration. “Money wasted so sales personnel and customers can go play. What an extravagance.”) I’ve faced this my whole sales career. I even do with my staff now. If I hear one more, “I hope you had fun” in that condescending tone I’m sure many of you have heard, I’m going to snap. Yes, we did have fun. Lord knows, you wouldn’t want to have fun with a customer. Why on earth would you want to share positive life experiences with someone who can give you business? The last thing you want is to spend $100 on a client that can award you thousands or millions of dollars in contracts. This isn’t a license to abuse the privilege, but let’s get past the petty jealousy. We’re going for significantly higher and deeper levels of relationship here. That takes a greater investment. You get out what you put in. It’s that simple.

Third, you need the support of staff and company management. They need to realize you’re aiming for a uniquely deep customer relationship. They need to want that to happen and be willing to do all that is feasible to make that happen. This means assisting in processing paperwork, capturing information and performing with a level of excellence. This can free up sales agents to truly dive deeply into their customer relationships. If all hands are on deck in supporting the sales effort, results traditionally follow. An internal team that is mature enough to understand the need for a sales team to have the space and support to graft customers into the fabric of the company will reap tremendous benefits.

The challenge for many companies is adopting a sales culture that gives sales relationship development its proper priority. Allowing sales personnel to actively pursue relationship opportunities displays a degree of sales maturity not commonly seen. The construction industry isn’t known for this type of sales acumen. The pressure of bidding drives the transaction toward price. This negates the role of relationship and creates a level playing field, regardless of a contractor’s competence or integrity. Contractors would like customers to decide on these factors over price but don’t give enough attention to developing relationships to overcome the force of bidding. Securing premium customers is never achieved through pricing formats.

I’ll often hear one contractor say how much it loves working for a particular customer while another says it’ll never bid that same customer again. How is that possible? Well, the most dividing factor between those two perspectives is simply the level of relationship development. If you have a deep connection, communication lines are clearer and issues are resolved quickly. The customer doesn’t want the contractor to absorb a loss and will work to find an amicable solution to a problem. Those with less or no relationship will be treated more abruptly, and the customer will tend to protect its own interests. Often the customer is blamed, when in reality the contractor didn’t invest in developing that relationship. Many contractor employees whose responsibilities include sales also have other important roles. Whether it’s project management, estimating or even administrative needs, these all eat away at sales focus. It’s difficult to be impactful in sales when your attention is spread over so many areas. Once a project starts, the opportunity to work a strong sales effort diminishes.

Cultivating premium customers is the responsibility of those doing the selling. Putting the onus on the customer to be a premium client is a reverse rationale. A company that makes a conscious decision to invest in deep relationship development will see the loyalty and commitment it longs for from its customers.

Those who choose not to make that investment will battle the low-bid game going forward.

Tom Woodcock, president of seal the deal, is a speaker and trainer for the construction industry nationwide. He can be reached via his website,  www.tomwoodcocksealthedeal.com, or at (314) 775-9217.

Is Traditional Marketing Dead?

in Columns/Marketing

By STEPHANIE WOODCOCK

Stephanie Woodcock

Cold calling is dead. The days of the “hard sell” are behind us. Thank goodness, right? However, this places the onus on the marketing departments to support sales even more and create a united front of messaging and brand positioning. Both departments need to work in tandem with each other with the new trend of “soft selling,” a trend that is here to stay.

If your company depends heavily on referral work and repeat business, you’ve been in business for a while and you have salespeople and project managers who possess years of relationships and experience in their field, chances are you are already employing the soft sales approach. How do we increase its effectiveness? We engage Marketing. Yes, you – Sales – will not get rid of us. You need us. The hard sell is going away, but we – Marketing – are here to stay.

Companies lose important sales opportunities when they don’t engage Marketing. They don’t understand this new relationship between marketing and sales. In the old way of hard sales, Sales could act more independently through cold calls, forceful sales letters and unsolicited pitches. The customer knows he or she is being sold to. There is no gray area. Marketing was able to act more independently as well, while employing more traditional, straightforward marketing techniques that didn’t need the salesperson’s collaboration.

The buyer persona is changing. Buyers are more aware, more informed, doing their own research online, choosing when they buy and preferring to order online with a few clicks on their keyboard or mobile device rather than picking up the phone.  Because this customer/sales dynamic is changing with a new, softer approach, Sales and Marketing need to work together to strategically find ways of informing customers rather than pressuring them.

This type of selling focuses on the relationship-building aspect of sales and finds less aggressive ways to show customers the solutions they need. Enter Marketing.

Marketing should support the sales effort with a brand image and message that delights and informs the customer. Useful and creative messaging that captures the customer’s interest and information is the key to growing your sales pipeline. While Sales engages customers, builds relationships and becomes trusted advisors, if Sales doesn’t have the brand, messaging and marketing expertise to back up this soft sell approach, Sales misses out on major low-hanging fruit opportunities.

It’s actually more than a soft sell approach. It is a creative and strategic partnership between Sales and Marketing that connects the customer base with the identity of the company.

Many undermine or dismiss marketing’s importance because it is more difficult to measure. I was recently asked, “Are print ads in industry magazines really worth it?” Why was I was asked this? Because it is difficult to measure results and the bottom-line value.

My answer is simple: If your customers are reading that magazine, if you want to position your company as a premier, experienced expert in your industry… then yes, they are worth it.  And guess what? You can measure an ad’s effectiveness.  While the main point of print ads, billboards, commercials and more are to position and elevate your brand, they can be measured through analytics. A customized website link can be printed on the ad that directs traffic from that ad to a monitored landing page.

Image is power. You are presenting an image of your company that helps support your sales effort.

Both traditional and non-traditional marketing techniques are needed to accomplish a cohesive strategy. The older, more traditional way of marketing will not properly reach those newer buying types and is being reinvented to remain relevant. Landing pages, digital marketing, analytics and SEO/SEM are all part of this reinvention. These non-traditional methods are becoming an integral piece of the marketing playbook. The key is for Sales and Marketing to develop a strategy that uses the best of both traditional and non-traditional marketing.

So how do we accomplish this? I sit down with marketing teams to discuss and create strategic approaches. How-to videos, white papers, social media engagement, search engine optimization, electronic newsletters, lunch n’ learns and digital engagement are just a few of the marketing tools my clients use to become the go-to source for their customers.

My clients also still use traditional marketing techniques such as print ads, billboards and press releases – but these traditional techniques have been

reinvented. Traditional marketing is not dead. It is reborn. Billboards call attention to creative website URLs to increase traffic and SEO on a mobile website. Press releases link to blogs and white papers on the company’s website. Print ads have call-to-action links to increase online engagement.

In softer, strategic sales, we shape the narrative. Because the soft sales approach relies on expertise and relationships, our marketing position plays an important role. More importance is placed on the marketing team to help facilitate the soft sales process. It’s no longer a transaction between a salesperson and a customer. The whole company’s image is becoming part of the transaction.  Website presence and traffic, search optimization, digital tools and electronic marketing are all essential in a comprehensive communication strategy. If the brand and message of Marketing isn’t in line with the values Sales is presenting, then the relationship with the customer – and the customer’s trust – is at risk.

How do you increase your marketing efforts and image? Each company and industry need a customized approach. The good news: There are so many tools in our arsenal now to make an impact. The bad news: Learning how to master each takes more skill and a team of people to facilitate.

I find that companies are still struggling to get sales and marketing departments on the same page. They each go their separate ways, as if their paths do not cross. Whether you know it or not, your paths cross. Your customers see what the marketing department sends out and then they see the salesperson. The two need to be unified in their approach. Get a good team of people, work on a strategy, solidify your identity and work together. Marketing and Sales need each other. It’s “’til death do us part.”

Stephanie Woodcock is president of Seal the Deal Too, a St. Louis-based marketing, creative & communications firm. She can be reached at stephanie@sealthedealtoo.com.

Former Equipment Sales Eye Trends, Patent Technology to Serve New Markets

in Marketing
Stephanie Woodcock

By STEPHANIE WOODCOCK

Henry Ford famously said, “If I had asked people what they wanted, they would have said faster horses.”

Chuck Justus, owner of Green2Go Rental Power & Light, a supplier of eco-friendly rental power and field lighting products, quotes Ford while explaining an industry that refuses to change. “On one hand, you have smaller rental houses that are mom and pops and don’t take chances, and on the other hand, you have large companies that are slow to change,” said Justus. “Because of the lack of innovation and this unwillingness to change, both sides are killing product evolution in the rental industry.”

Justus’ work experience helped him develop his patented technology. Years ago, he worked for a large company that manufactured equipment and saw engineers wringing their hands trying to find a solution when in 2015, a large portion of diesel engines in mobile applications were required to meet heightened emission standards. Contractors had to look in different directions for alternatives, according to Justus, which led to increased acquisition costs for generators and a longer learning curve for both technicians and end users. Power and lighting equipment were becoming more complex.

In 2016, Justus started Green2Go, an emerging supplier in the rental power industry in St. Louis. According to the founder, his products challenge the status quo and add innovation to an industry that had seen little innovation over the last fifteen years.

“I saw an opportunity I call ‘radically different’ and I took a chance,” said Justus, who cites St. Louis Art Fair as a client that uses his generators. “They were spending north of $50,000 in electric rental and installation for their festival. With my product, the were able to save 50 percent on electrical infrastructure.”

Keith Jackson, president and owner of 24/7 Onsite Cameras, also uses the words “radically different” when describing his mobile camera trailers. Jackson says there has always been security and there have always been cameras, but there hasn’t always been the ability to rent security mobile camera trailers.

“The concept of onsite security cameras is fairly new,” he said. “I took these two concepts – security and cameras – and customized them for jobsites. I made security trailers that were customized to be mobile and rentable because I saw the emerging market and need for this technology.”

There is a radically different mindset for renting versus owning security equipment, according to Jackson.

“You have to think about what can go wrong with a piece of equipment and how to meet the harsh demands of the environment. There is no rulebook,” he said. “You find a need and develop the product to fit the need, but if you’re going to rent it like we do, you have to industrialize it and be willing to invest the dollars in production and in owning that product for a long period.”

In addition to embracing and understanding the nuances of an emerging market, Jackson said he also pours much time and expertise into thinking through the manufacturing process. “For instance, when my mobile camera trailers travel, they have to have the capability of being lowered to a certain level so they can be transported by truck. From the industrial housings that store the electronics to the solar panels that make the product stand-alone, each production detail is customized to be ‘road rental ready,’” he said.

Jackson’s experience in the rental industry spans more than 25 years. When he launched 24/7 Onsite Cameras in 2010, Jackson says no one was renting mobile security trailers. “Few companies saw the need to have security on their jobsites,” he said. “Instead, they bought extra product to counteract the anticipated loss of supplies on a jobsite and hired security guards when necessary. Rental units never sleep, never take breaks or bribes, and have a photographic memory.”

Contractors today see beyond the benefit of security alone, according to Jackson. They can consolidate manpower, remotely oversee deliveries and contractors and reduce theft on their jobsites. Safety on jobsites is improving with onsite cameras, he says, because surveillance increases worker awareness. Mobile security trailers continue to change the jobsite culture.

The education process remains a big component of his long-term success, according to Jackson. Once contractors realize the return on their investment is beyond jobsite security, they become loyal customers. “But the industry is slow to change,” he said. “Hurdles in this emerging market are setting precedents with price and changing customer perceptions and expectations. Customers want to continue to do things the way they have always been done. Unfortunately, sometimes it’s too late. We are the least expensive first option and the most expensive last resort.”

Another business owner changing the culture of the jobsite and willing to invest in innovative equipment is Chase Darrah, owner of ChaseCo Equipment Rental & Sales. With four locations in the Midwest, Darrah started his rental company in 2004 after working in equipment sales for one of the largest Ditch Witch dealers in the world based out of Sullivan, MO.

In the 2000s, Darrah noticed the trend of contractors renting equipment rather than purchasing it.

“It made total sense to me,” Darrah said. “Why pay for the insurance, maintenance and taxes and have that fixed cost on a piece of equipment that you don’t use every day?”

At that time, Darrah also detected the need for a specialty equipment rental facility. “A great rental store does really well at managing the equipment from all aspects including purchasing, replacing, maintaining, servicing, delivering, inspecting and stocking,” he said. “The rental store isn’t in the building business or the manufacturing business. It is in the equipment business. On the flip side, many companies in these industries aren’t in the equipment business. It makes sense to sub the equipment needs out to the rental company,” he added.

Like his colleagues Jackson and Justus, Darrah saw an emerging market in renting advanced equipment that could change the landscape of jobsites. Every year the percentage of equipment that is rented versus purchased increases, according to Darrah. “I saw an unfulfilled need before other rental houses did, and I was willing to invest the dollars into my vision.” Like Justus, he faced a slow-to-change industry that favor adapting to new technology.

Darrah currently stocks Ditch Witch vacuum excavators (hydrovacs) in his rental fleet, trailer-mounted vacuums on steroids with high-powered water pressure systems commonly used in the directional boring field. This product, however, is in its infancy stage with so many unknown uses, Darrah says.  ChaseCo Rental was one of the first equipment rental companies to purchase these in the country, according to Darrah. “I knew we could present these to our existing customer base involved in directional boring, but I also knew we would have to educate our other customers in other markets for our rental revenue to increase. It has been a long road, but every year the demand is rising,” he said.

Darrah says uses for this product are plenty, but it takes a while to get customers on board. “We went through the same process with mini-excavators when we first opened,” he said. “Many of our customers were using full-size backhoes at that time and thought mini-excavators were a joke. But eventually, when they needed to rent an excavator, they began to see the many benefits that excavators provided over backhoes.”

Another commonality between the three innovators is their ability to gain traction from new, less traditional markets. Green2Go rents to event organizers.  24/7 Onsite Cameras rents to the oil and gas market, utilities, industrial and large contractors. Chase Rental Co. rents to large manufacturing plants.

Are You Losing Contact with Sales Humanity?

in Marketing
Tom Woodcock

By TOM WOODCOCK

The pressure to give in is immense.

Do everything electronically and save time. You’ll also cut costs. Sounds great, doesn’t it? Communicating by social media, email or text. Getting plans off FTP sites. Researching suppliers through their websites. Electronic deposits for payment (though for some reason, few “modernize” to this technique).

All of these make the need to meet face to face, or even voice to voice, obsolete. Nobody comes by the plan room anymore. iPads manage project information onsite and appointments are held via Skype. Attendance begins to drop at construction events and association meetings. Pretty soon, everything in construction will have an app.

I’m not an old fuddy-duddy, but I just don’t quite buy into the totality of complete, non-human communication. I’m the farthest thing from a computer geek and I still enjoy face-to-face contact with customers. I regularly speak to general contractors, subcontractors and their suppliers about getting personal again. They communicate a longing for the old days when you looked into someone’s eyes in a live situation, not through a computer screen. I find it interesting that purchasing products online during the holiday season has flatlined a bit. Isn’t it remarkable that so many people waited in line for a ridiculous amount of time to be first for Black Friday? Hmmm, seems people still like to physically go out and shop.

This really doesn’t surprise me in the least. It may sound simplistic, but people still prefer to do business with other people. Yes. Face to face, in meetings, working together. When you reduce your customer interaction to solely electronic sources, you lessen your own personal role in securing a project.

It’s easy to simply work through electronic communication and sit comfortably in our posture- supporting desk chair. This techno-generation finds avoiding personal contact preferable, not to mention do all our social interaction on Facebook or LinkedIn. Sheesh. Soon, we’ll just order our food online and have it delivered to our desk. Oh, you already do that? At least you won’t have to worry about sun poisoning.

The last time I looked, construction took place outside and around people. It amazes me how many contractors skip walk-throughs, client meetings or doing follow-up meetings on project completion. The more you eliminate customer contact, the more you make yourself exactly like your competitors. Why would anyone choose you or your firm over another if all the data came from each company electronically? You may think, “That’s what my customers want.” Well, my son wants cake for dinner every night, but I know it’s not the best thing for his health. How can you educate your customers on innovations, competitive differences or negative market practices if you’re not getting in front of them?

Accepting every electronic innovation that comes along is a bit irresponsible. Evaluate how effective the innovation is: Does it move you closer to the customer or further away? The closer you are to the customer, the more you’ll learn his/her needs, tendencies or preferences. Tweeting, posting or friending does not count as developing customer relationships. Tried and true sales tools such as the handshake, the smile and the thank-you are still alive and well. You cannot do any of these without being with the client.

I know you’re busy; having all this technology at your fingertips buys you more time. But that time is worthless if it comes at the cost of a lesser connection to your customer base. If no one visits plan rooms anymore, then I want to be the only one who does. If nobody delivers bids personally anymore, call me FTD. If you live by the price, you’ll die by the price. If Electrician A looks just like Electrician B, my choice will be made according to price. If GC A looks like GC B, who can build my building cheaper? It’s not very complex. For those of you who feel all of this is a waste of time and are convinced that 100 percent electronic communication is the wave of the future, please compete against my clients.

Once again, I’m not anti-technology. You should be getting email and project information on your phone, being active on business social networks and leveraging electronic marketing vehicles. These are simply no-brainers. However, they are merely support mechanisms, not primary communication tools. You are your primary communication tool. It’s much tougher for anyone to tell you “no” when looking into your eyes.

The one thing that this all takes is courage. So many people hide behind their keyboards and attack from cyberspace. I challenge you to buck the trends and keep the tradition of personal contact in your repertoire. It will truly make a significant difference if you stick with it. There are no quick fixes to a slow, fast or highly competitive economy. Yet by combining effective electronic tools with traditional human contact, you’ll have a greater level of success. As a matter of fact, I don’t just think it. I know it.

Tom Woodcock, president of seal the deal, is a speaker and trainer for the construction industry nationwide. He can be reached via his website,  www.tomwoodcocksealthedeal.com, or at (314) 775-9217.

Enacting a Construction Sales Process: Make Time for Sales to Have Sales

in Marketing/Sales

By TOM WOODCOCK

Contractors often must wear many hats – everything from estimating to project managing, vendor relations and, oh yeah, selling.

The selling part can often be an afterthought. The problem is that it needs forethought. Not allotting time and strategizing to sell can cripple a construction firm. Instead of trying to reshape an entire construction firm’s approach to sales, I often find it more effective to increase the level of efficiency and time usage. This is a process, but once enacted it produces opportunity.

My biggest challenge is to convey cause and effect, as many contractors tend to be a point A to point B types of thinkers. Sales rarely flows in that fashion. But if you practice the basics efficiently and consistently, results follow. The first step is to allot a percentage of time consistently to selling. This will require looking honestly at the amount of time you currently commit and what you can realistically designate for sales. Whether it’s a percentage of time or actual hours, start where you are, increase that number a bit and stick to it. A weekly total is most desirable.

The next level is to determine what to do with that time. What will get you the most bang for the buck? What actions will get you in front of more clients and potential customers? What is the quality of that contact time? This may sound daunting, but if you put a little effort into it, you’ll save time in the future.

Analyze which associations are most effective in generating opportunity. Which of the events you normally attend produce leads and relationships? Of the current relationships you have, which afford quality business opportunities? Invest time in these areas and reduce time in those that are nonproductive. Remember, you’re busy and you have other responsibilities. Sacrifice the more hit-or-miss opportunities that are out there. On a side note, make sure those other responsibilities are worth sacrificing any type of sales time to at all.

After you have time allotment laid out and know where you’re going to get in front of people, you need some preliminary marketing. The quickest, least expensive option is electronic marketing. But even in this realm, you still need to use your time efficiently. Hitting every aspect of social media can be alluring and trendy; however, realistically investing quality time into one avenue is best. Becoming consistently active on LinkedIn by joining the proper customer groups, connecting with industry professionals and searching for high-caliber networking functions should suffice – at least as far as social networking goes. Tie that activity to a monthly electronic newsletter properly designed and produced, and you have an effective platform.

Now you’re set to implement. Ah, there’s the rub. It’s far easier to get a company to strategize its approach and another to get it to diligently implement the plan. Even though we’re being respectful of all the other responsibilities that professionals have, still, many tend to put sales on the back burner. Effort cannot be structured into a strategy. It either exists or doesn’t.

Practicing efficient sales time usage will help with your corporate sales results, but true dedication to your firm’s sales dynamic always produces. Efficiency is effective, and yet a high level of time committed to a sales effort trumps efficiency – even if it’s not as effectively managed as a smaller, tighter effort.

There’s a principle in sales that holds true: If you’re out amongst people more, you’ll discover more opportunity. Projects come from unique leads, and introductions can be made to stronger network contacts. Creativity can be invoked in the sales approach, resulting in greater attention or differentiation. This larger type of time commitment is very rare in the construction industry. It’s usually inherent within larger contractors whose firms can afford specific business development and marketing personnel.

The final stage in this process is to continually evaluate what is producing the best results. Adjust your time commitment to those areas and expand their impact. Take actions producing good results and develop them into producing even greater success. Discontinue actions that are not producing sales opportunity, and you now have a formula for growing greater results. Of course, your efforts will eventually hit an artificial ceiling in terms of how much time you’re able to allot. The decision at that point will be to 1) stay put and maintain your new status quo, or 2) adjust the level of time your company commits to sales work. This is a good problem to have. It’s one that takes companies to the next level in revenue and profitability.

Construction is a hands-on industry. It’s filled with individuals who take complex plans and turn them into projects. Sales can be a foreign concept that is too often practiced on an as-needed basis. If the same amount of planning goes into a sales approach, quality results should be the expectation. The efficient usage of time relevant to sales can solidify a revenue base, not to mention increase overall profits. The old adage “time is money” must’ve been coined by a sales individual…if you consider Benjamin Franklin a sales rep.

Tom Woodcock, president of seal the deal, is a speaker and trainer for the construction industry nationwide. He can be reached via his website,  www.tomwoodcocksealthedeal.com, or at (314) 775-9217.

Relationship is to Sales what Messaging is to Marketing

in Marketing
Stephanie Woodcock

Good salespeople know the importance of relationships to sales and long-term success. Good marketers know the importance of messaging and the brand that supports that message.

There is a reason it’s called marketing and sales. They are two different things.  Marketing needs to create a message Sales believes in. Sales needs to help convey the message that is reflected in Marketing. In addition, Sales should also share input as to what the marketing message is, so that he can reinforce the message. Each department needs buy-in and the sharing of internal marketing needs to occur to get companywide buy-in. When the system is working correctly, Marketing generates leads and Sales follows up and closes.

With a cohesive email marketing campaign and marketing automation tools, B2B (business-to-business) companies can close the gap between marketing and sales by consistently nurturing prospects with helpful content and creative, concise branding. Buyer behaviors are changing. B2B marketers must communicate with buyers in new ways and create content marketing that answers questions, provides market insight and is personalized to the customer’s role, needs and level of interest.

One major change is that buyers do more research on their own. They investigate solutions on their own and discuss with peers before engaging vendor sales reps. Sales cycles start with the email campaign of the marketing department, and the message is key. The marketing team is tasked with developing a message and content that educates while it sells.

Too many times, marketers use existing content to power lead-nurturing campaigns but find that the content consists mainly of product brochures, technical white papers and press releases. Pushing this kind of technical content that does not have an underlying message pushes prospective clients away. Buyers have a low tolerance for commercial messages that sell first. The key is to engage buyers with a creative, cohesive message before selling your wares.

Marketers need to create a relationship, just like sales, between their brand and the leads they want to nurture. They need to create email campaigns that entice clients to open and click through for more information. New, educational content for these marketing campaigns can be culled through resources within the company. Sales, engineers, estimators and customer service personnel can add valuable, raw content for marketing to craft into a cohesive message.

Once the brand and message has been established, sales can use this as a starting point, engage these nurtured leads and continue the relationship and sales cycle.  One needs the other. Neither Sales nor Marketing should be operating alone. When married, the “whole is greater than the sum of its parts.” When Marketing and Sales are working toward the same goal, that synergy drives motivation, company culture and sales. It also increases more than the bottom line. It creates a culture of customer service, client relationship and client loyalty.

The marriage of both departments proves that while every company needs sales to drive revenue, they need marketing, too.

Stephanie Woodcock is president of Seal the Deal Too, a St. Louis-based marketing, creative & communications firm. She can be reached at stephanie@sealthedealtoo.com.

Let’s Get Married! How Sales & Marketing Should Operate Together

in Marketing
Stephanie Woodcock

When meeting with clients, one important topic is how we, as a marketing team, plan to drive sales, engage the sales team and better measure our efforts. How do we marry sales and marketing? How do we create a long-lasting, meaningful relationship between the two departments that not only increases sales but also engages the company’s internal resources?

In many companies, the sales and marketing departments are still only dating and haven’t fully committed to each other.

Here’s a sample scenario: Sales pops into Marketing’s office unannounced and asks (pleads):

  • Do you have a flyer for this product?
  • Can you create some brochures for this trade show?
  • Can you work up a PowerPoint presentation for a new client meeting that I have tomorrow?
  • I need 25 of those polo shirts you ordered, like now.

Many times, these unexpected but welcome requests are time-sensitive, top priorities. Marketing rises from her desk and scrambles around trying to make Sales happy. They put aside their long-term projects and quickly (but lovingly and willingly) try to put a sales package together that doesn’t look like it was assembled five minutes ago. There is no real cohesion, strategy or underlying message between Sales and Marketing. They haven’t said their vows yet.

Another scenario that occurs is when Sales and Marketing haven’t even met yet and they are still going about their business as singles, with no inkling that they need each other. This is actually worse than the former scenario because there is no marketing message to support the sales effort. Sales is on its own, using material that he generated on his own, and he is basically relying on his skill, talent and likeability to generate business.

We love you, Sales. We love your passion, your tenacity and your ideas. We want you knocking down our door to get our marketing materials. We want to meet your needs and help you “bring home the bacon.” But in order to truly meet those needs, we need a plan. We need you to “put a ring on it” and together we need to commit to a long-term marketing message and strategy. Then we need you to help make it happen. We cannot do it without you.

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