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We were just about to board the dive boat when I noticed the sign: “NIKONUS 35mm w/strobes, $75/day.” You mean I can rent a pro-grade underwater camera for only $75 bucks? Sign me up! While we motored out to the reef, the dive master gave me a crash course in underwater photography, and when we returned from Nassau and developed the film, I was in for a shock.
Earl Nightingale had it right when he wrote The Strangest Secret. “You become what you think about.” A friend gave me this cassette when I was a sophomore in college, and it changed my life. It made me aware of the internal chatter in my head, and all of the negative, discouraging things I had been saying to myself. That’s because I grew up in an abusive, dysfunctional family where I was told I’d never amount to nuthin’. My mother mocked me for wanting to go to college, and she was shocked when I won a scholarship.
My dorm roommate thought I was nuts. I started reading affirmations from a deck of 3×5 cards. Out loud. After nearly flunking out my freshman year, The Power of Positive Thinking turned me into a deans-list scholar. Then one day the psychology professor was lecturing about a study that suggested that most of our thinking takes the form of pictures, and that memories are stored and retrieved as pictures. That got me thinking.
A speed reading course had already taught a technique for remembering lists by turning them into pictures. For example, let’s say I needed to go to the store and buy toothpaste, beans, rice, coffee, sugar, bread, cereal, and bananas, I could conjure up a picture of a chimp with bad teeth, wearing a baker’s hat and eating a banana, while holding a mug full of corn flakes heaped with sugar, sitting on two burlap bags stenciled “RICE” and “BEANS.” You get the picture.
Our debate coach taught a variation of this technique, called the “loci method,” to organize important facts by visualizing a walk through the rooms of a house. This trick was popular in ancient Greece for memorizing long speeches and texts. It worked for Aristotle.
One afternoon, Denise, my wife-to-be, was working on a collage for an art class, and it occurred to me that I could put pictures together to represent my affirmations, and this might even be more effective than just words. So we each started building a scrapbook of things we’d like to have, places we’d like to go, and things we wanted to achieve in our lives. The format was simple: a cheep ring binder filled with plastic sleeves where you can slide in the pages. We cut photos from magazines and pasted them together into pages that represented our dreams and goals. We were too poor to afford a television, so we jokingly called our project “TomorrowVision.” We kept these books on the night table, and we’d review them together just before going to sleep when our subconscious mind would be most impressionable.
Years passed, and after a time we fell out of the picture-book-on-the-night-table habit. So much for applied psychology. We both had busy professional lives, then a son, and then another. We still followed the discipline of writing down our goals each month, and keeping a To-Do list in a DayTimer. But I completely forgot about TomorrowVision until I developed the film from Nassau.
One of those early life goals was to learn to scuba dive. This was represented in my scrapbook by a half-page underwater shot, torn from a magazine, of a diver with a big colorful fish on a reef.
When a client asked me to teach a series of seminars in Hawaii, we seized the opportunity and registered for pool classes, and finished our open-water certification in Kona. It was many trips, and many, many dives later that I rented that underwater camera on a whim.
As I was flipping through the dive pictures, I couldn’t believe my eyes. There was the fish, the SAME fish (which I now recognized as Holocanthus ciliarus, the Queen Angel). I called out to Denise, “Darling, do you know whatever happened to those old visualization notebooks we used to have?”
“Look in the pile of books under the bed.”
There it was. The picture in the TomorrowVision book looked as if it had been shot on the same roll of film.
Shock and surprise faded into deep satisfaction as I flipped through these pages. These images that had once represented life-long goals had already been realized: our home in the mountains in Colorado; writing a book; sailing the tropics; skiing with our boys; kayaking in Alaska; teaching at the University; cycling around Ireland; speaking in Mexico, Europe and Australia. I held in my hands a virtual scrapbook of the past ten years of our lives. The music from “Twilight Zone” started playing in my head.
Dr. Maxwell Maltz taught us that, “Your subconscious mind can not tell the difference between an actual experience and one that is vividly imagined.” By looking into our future through our TomorrowVision, we were programming our brains to seek out and recognize opportunities, large and small, that would bring us closer to those goals. Looking back, it seems as if those events were inevitable, because even our most incidental daily decisions were informed by deep, subconscious intent.
Over the past 30 years, leading experts like Louise Hay, Anthony Robbins and Depak Chopra have spoken passionately about the power of creative visualization. It’s no longer viewed as a mystical phenomenon. Today you can even buy an affirmation app for your iPhone. Psychologists and neuroscientists are looking deep into the brain, and can explain in scientific terms exactly how this seemingly magical process works.
I recently read how competitors in the World Memory Championships use variations on these same visual imagery tricks to perform mind-boggling feats, recanting long strings of numbers, like the mathematical constant pi (the record now stands at more than 80,000 digits) or memorizing the sequence of a shuffled deck of playing cards in less than a minute (30 seconds is the new Four-Minute-Mile). MRI scans of the brains of these mental heavyweights shows them lighting up areas normally used for visual recall and spatial navigation. The evolutionary explanation is simple. Presumably our ancestors found it particularly useful to recall where they found their last meal, or the way back to the cave.
The same mechanism allows us to remember our future, and then automatically steer around life’s obstacles until we arrive. The life we’ve lead has been extraordinary beyond my wildest dreams. I have only one regret; what if I had kept up the discipline by changing out my TomorrowVision pages as each goal was realized, replacing them with new images and loftier goals? What more might I have done?
Today that old ring binder is sitting on my desk, awaiting a new set of pages, and I’ve included these two extraordinary photographs for your review. This simple technique can help you achieve your goals and live your dreams as well. Here’s proof that when we give our lives a roadmap, our deep intellect will eventually navigate a course to it, even if it’s hidden away on a reef, deep beneath some distant sea.
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How to Lose a Loyal Customer in 12 Seconds
This weekend I traveled with Denise to New Orleans to speak at the City & Regional Magazine Association conference. I was doing break-out sessions on Guerrilla Selling and Guerrilla Marketing with Social Media.
We were nearly next in line to check our bag when a burly ticket agent turned on the crowd and barked, “WHO’S BAG IS THIS?!”
“Mine,” I said, sheepishly raising my hand. I had scooted it under the queuing strap so as not have to carry it an extra 20 feet, and was standing less than 6 feet away.
“YOU HAVE TO ATTEND YOUR BAGGAGE AT ALL TIMES!” he shouted. I was like, SO busted.
“I AM attending it,” I pleaded. “I’m standing RIGHT HERE!” demonstrating that I could almost touch it.
He shouted like a marine drill sergeant, “YOU HAVE TO BE WITHIN ARM’S LENGTH OF YOUR BAG AT ALL TIMES!”
“OK, Ok, ok . . . “ I muttered as I slinked forward in line, cutting ahead of four other people to hover, humiliated, over my bag for the next 12 seconds.
Keep in mind that I have enough frequent flier miles on United Airlines to qualify for the next Space Shuttle. They have always been gracious, accommodating and helpful. That’s why they’ve been my favorite airline for two decades. And I concede that I was breaking the rule, but a little courtesy would have gone a long way. Anyway, I love this airline so much that I can over-look one rules-happy power-crazed ticket agent who’s having a bad day.
The topper came when we arrived in New Orleans. We were waiting by the baggage carousel when Denise realized she had left her purse on board. She dashed back to retrieve it, and was stopped at the concourse security desk (of course). A call was made and within minutes a friendly United representative returned with her purse. So far, they’re 1 and 1.
In the cab she discovered that her cash was gone. We called. We got transferred. We got a lecture about how, “We’re not responsible for lost items.” Of course, that wasn’t the point. We assumed SOMEONE would share our concern that one of their employees was stealing. Seems no one at United was even interested. So we shrugged it off and didn’t let it ruin our day. It was only a hundred bucks.
But it DID ruin a twenty-year relationship. United has just joined Northwest and Air France on my “Do not fly” list. How can you trust them with your life if you can’t trust them with a purse?
Guerrilla marketers spend years and years and millions of dollars building customer loyalty. Everyone in your organization can do everything exactly right in thousands of transactions spanning decades. Even so, a single moment of carelessness, impatience, or greed can destroy it all. And you know what? It didn’t surprise me that someone took the money. People are desperate. The disappointment was that we cared more about United Airlines’ security problem than they did.
Never make your customers feel wrong or stupid, even when they are. Good manners are simply good business. Make certain that your commitment to your customers is demonstrated at EVERY touchpoint, EVERY time, and that EVEY customer experience is CONSISTENT across the board. And when there is a problem, give it your undivided attention, whether you mean to fix it or not.
–Orvel Ray
Grand Hyatt Launches New Weapon in the Amenity Arms Race
Rapid Repair, a little company In Kalamazoo, Michigan, will install a 240 GB hard drive upgrade in your iPod. I can’t make this stuff up, folks. For about the price of a NEW iPod, you can expand your old iPod to 240 GIGS! For cryin’ out loud, the IBM laptop I’m using here only has 40 gigs. Two-Hundred-Forty GIGABYTES is enough disk space for 20 hours of MP3 video or 60,000 songs! What on EARTH would anyone DO with THAT much content? Whatever they want, wherever they want, whenever they want. That’s what.
In advance of Team Summit, I was doing Guerrilla sales training for DISH Network’s National Sales Meeting at the Grand Hyatt. A video billboard just outside the ballroom promoted the hotel’s newest room amenity. They have replaced the typical (and SO last millennium) bedside clock radio with a HI-FI iPod docking station. (And I’m old enough to remember when having a coffeemaker in the room was a big deal!) What do you do with a HI-FI iPod docking station? Well, you listen to your 60,000 songs. That’s what.
So now, you can take exactly the music you want, listen to it whenever you want, wherever you want And when you’re a guest at the Denver Grand Hyatt, you can play it right in your suite, and even wake up in the morning to your favorite (is this beginning to sound a lot like SLING?). No more annoying all-country stations to sift through. No more of those poor people at NPR of nagging you to donate a car. Hyatt has found yet another weapon to deploy in the room-amenities arms race.
Alvin Toffler predicted this kind of made-my-way-on-demand economy way back in 1970. Today’s consumers have more choices than ever, and they still demand more and more options. Ragu now offers 36 flavors of spaghetti sauce in 6 varieties. (Watch Malcom Gladwell’s short video on TED about this phenomenon!)
What this means is that guerrillas can create a competitive advantage by offering their customers hyper-customized versions of their product or service. These same customers will pay more, and they are more loyal.
Boulder CreekFest Vendors Waste a Golden Opportunity, with One Notable Exception
In Boulder, Colorado, my home town, Memorial Day Weekend means the Boulder Creek Festival. And Creekfest is your typical small-town spring fair, with two exceptions: the Boulder Creek Rubber Duck Race (a $5 donation buys a numbered rubber duckie to float from one end of downtown to the other), and the Bolder Boulder (a major foot race that draws a few serious competitive runners and 20,000 costumed crazies).
Creekfest draws some 350,000 visitors so it’s a guerrilla marketer’s dream. It has all the trappings you’d expect: dozens of food stalls, two beer gardens, carnival rides, inflatable bouncers, bungee-enhanced super-trampolines, five stages of live music and block-after-block of EZ-up tents selling art, jewelry, hemp clothing, solar collectors, bottled yogurt, soy milk, artificial turf, New Zealand hats, wheat-filled neck warmers, hand-made musical frogs and 1,000-thread-count-Egyptian-cotton sheets (actually 100% microfiber Made in China).
Also represented were The Libertarian Party (who were having some sort of political shouting match) Boulder County Parks and Open Space (featuring a stuffed coyote you couldn’t touch), a chiropractor (offering “Free Gentle Adjustment”), a yoga studio and a Judo school (who weren’t offering anything).
If I had been the guerrilla marketing police I would have written a whole book of tickets. While THRONGS of people strolled slowly by, most exhibitors just SAT there under their tent, with DOZENS of pieces of literature spread out on the TABLE set BETWEEN themselves and the traffic, and talking to EACH OTHER. These would-be vendors had paid $550 and up for a ten-foot tent space just so that they could waste a perfectly good Memorial Day weekend WISHING they had more business!
We did see a couple of exceptions. The guy at the Boulder Brewery beer kiosk made eye contact and simply asked, “What’s your favorite?” Never mind that a 12 oz. plastic cup was $5.00. He just ASSUMED that because I was standing in front of his stall, I MUST be thirsty. (I recommend their “Dazed and Infused” IPA.)
Remember at Team summit, I said “Have something for the kids to do.”
What stopped me in my tracks was the sound of a four-year-old boy wailing away on a snare drum and hi-hat, accompanied by a ten-year-old blond Hanna Montana wanna-be on electric guitar, and a teen age boy with greasy black hair playing electric bass. You could hear them a block away. Three adults in matching black rock-concert-roadie T-shirts were standing by, cheering them on. The banner overhead said, “Free Lessons.”
This I had to watch. Within seconds, a young woman in her early 20′s wearing black jeans and a matching black T-shirt approached and asked, “Are you a musician?”
“No,” I said, offering my stock answer. “I’m a drummer.”
She laughed, smiled ear-to-ear and said, “I’m a drummer TOO! But I’ve only been playing for about two weeks.” She offered her business card and asked what sort of music I liked to play.
“Actually, I play in a working Brazilian Jazz band.”
“OH, a professional! Well, then, you’ll have to stop by our rehearsal studio in Lafayette. It’s a nice, comfortable place to practice, and it’s already equipped with drums, amps and keyboards.”
I was impressed. Three hours of wondering through block after block of booths and she was the only vendor (besides the beer guy) who had engaged me. Not only that; she had greeted, qualified, and asked for the order in less than a minute.
Her card said, “Dog House Music” and her name was Lindsay Polak, Marketing/Communications Manager. When I asked what they were doing at CreekFest, she explained that they were promoting their Summer Rock & Roll Camp for Teens AND their Fantasy Rock & Roll Camp for Adults. An 8½ x 11 stand-up on the table said, in plain black letters on white paper, “Enroll Today Save $50.” She handed me two single-page fliers and a sticker.
“This is really COOL, what you’re doing here, but I already have a rehearsal studio.”
“Well, perhaps you’d consider being an instructor?” she said. “We’re always looking for good people.” I just about fainted!
S0 what can a Guerrilla Retailer learn from a 20 year old drummer about Event Marketing?
1. You’ve invested a lot to be there; make it pay
2. Remove all barriers between you and your traffic
3. Use simple signs and banners to make your offer clear
4. Put all your people in some sort of uniform so we know who to approach
5. Invite visitors (and especially kids) to participate in a simple, low-cost, fun activity
6. Limit your promotion to two or three offerings you can explain in seconds
7. Proactively engage the adults (they’re the tall ones with the credit cards)
8. Start a conversation and ask qualifying questions
9. Ask for the order
10. Don’t let anyone leave empty-handed
The music wasn’t ready for the main stage, but everyone at this tent was having a ball, ESPECIALLY the instructors. Lindsay and her colleagues are definitely rock stars of guerrilla retailing. Check out their web site. www.doghousemusic.com.
How to Get Above Average Performance from Everyone
by Guerrilla Selling Speaker Orvel Ray Wilson, CSP
How would you like to see a 10% sales lift on a $10 investment? Start by making individual production public.
Go to the office supply and buy a white dry-erase marker board, a set of colored markers, and a couple of rolls of black border tape (that skinny, vinyl tape used for making lines on your whiteboard).
Use the border tape to divide the whiteboard into 9 columns.
The first column is NAME, then a column for each of the seven days of the week, and a column on the right for TOTAL. Now create a line for each salesperson.
Hang it on the wall in the warehouse, break-room or back office where everyone (except customers) will see it.
Each day, require each of your sales associates to write their sales figures for the day in the appropriate box before they go home. A blank indicates that they were not in the store that day. You may have to enforce the rule at first; if they skip (or just forget) fine them a dollar for the coffee kitty. But soon, everyone will be eager to play the game.
This works on several levels. First, your stars will set the pace for the rest of team, because salespeople are genetically competitive. That alone will increase their overall sales performance by the promised ten percent. Great sales trainers and coaches capitalize on that trait to help team members improve their skills.
It will also make everyone more consistent, because no one wants to post a zero for the day. And nobody wants to be consistently in last place, so they will work to improve their product knowledge and sales skills. And that one person you have on your team who you wish you hadn’t hired? After a few weeks he’ll get the message and leave on his own.
Raising the Bar
You can produce even more dramatic results by tracking all of the associates’ performance on three key performance indicators. At end of the month, calculate their total sales volume, their average ticket amount and their gross margin, then compute the overall averages for each variable across the store, and compare each associate’s performance to the average.
Post the results, or print them in a spreadsheet to hand out, for example:
| Associate |
Total Sales Volume
|
Number of Transactions
|
Gross Margin %
|
| Jeannie |
$16,550.00
|
25
|
31.1%
|
| Ted |
$20,196.00
|
26
|
30.2%
|
| Aaron |
$24,952.00
|
30
|
29.3%
|
| Chris |
$19,252.00
|
32
|
32.1%
|
| Pat |
$22,532.00
|
31
|
34.9%
|
| Michelle |
$21,036.00
|
25
|
26.0%
|
| Ryan |
$26,382.00
|
19
|
31.0%
|
| Average |
$21,557.14
|
26.9
|
30.7%
|
Table 1
Congratulate those who beat the norm, then meet individually with each associate to discuss his or her individual performance. “You’re doing a good job over all, and I noticed that last month, you were above average on (parameters) while your (parameter) was just a little bit below the average. Why do you think that was? How could we work together to help get you up to the average (on this parameter)?”
This is a highly motivating combination. Nobody wants to perform “below average,” but suggesting that you just expect them to work up to the norm will always be perceived as reasonable and achievable. It should be easy enough. After all, you’re not asking a low performer to shatter any records, just to improve in one specific area enough to make the middle ground.
In the example above, the average sales volume per associate for the month was $21,557.14. So you might take Ted aside and ask him to suggest ways that he might sell an additional $1,300 this month. After all, he only needs $1,300 to get up to the average.
You’d have the same conversation with Jeannie, Chris and Michelle, and suggest ways that they could increase their overall sales. Maybe they just need to put in more hours, or take a Sunday shift or two. Perhaps they need to pay closer attention to customers when they’re in the store, or be more proactive about suggesting companion products or accessories. Perhaps you can coach them on effectively handling more than one customer at a time.
In the same example, the average number of sales per associate was 26.9, but Jeannie, Ted, Michelle and Ryan all fell below that average. You can talk to them about qualifying customers more carefully, or help them improve their closing skills. They only need to close a few more sales next month to move into “above average” territory.
Similarly, while the average gross margin was 30.7%, Ryan, Pat, Chris and Jeannie made above-average profits, while Ted, Aaron, Linda and Ryan were below the bar. Perhaps they’re over-emphasizing sale merchandise. You might coach them on up-selling to full-feature products, or adding high-margin accessories. Or show the best first. After all, they only need to cross-sell or up-sell every now and then to be above the average.
From time to time, you can change the parameters to help associates improve in other areas such as closing ratios, total accessories sold or extended warranty penetration.
Very quickly, you’ll find that the averages start to climb, as each associate gets exactly the coaching they need from month to month to improve their most critical skills.
To learn how we can help you built a top-performing guerrilla sales team, or to order your own copy of Guerrilla Retailing, call us toll-free 800-247-9145.
Guerrilla Gets a Bad Rap
Some people, when they hear the title of our materials, think we’re advocating something manipulative or dishonest. That couldn’t be farther from the truth. The truth is that Guerrilla Selling relies on Time, Energy, and Imagination to gain a competitive advantage.
On the other hand, it’s no wonder some people get confused.
Camo is back in style
–Orvel Ray
What Makes a Great Book Title
With 47 titles in the Guerrilla Marketing series, in 60 languages, and more than 20 million books sold worldwide, we’ve learned a few things about how to name books.
Publishers love a series. So do readers. String your titles together around a moniker, “Guerrilla Selling,” “Guerrilla Negotiating”, “Guerrilla Retailing.”
Try to shorten your title to two words. Two Words. “Emotional Intelligence.” Three if you count the article (“Made to Stick,” “Good to Great”).
Keep the sub-title 7 words or less, and make it stand on it’s own as an elevator pitch.
Training Doesn’t Cost – It Pays
We have this argument with our clients all the time:
“Oh, we can’t afford to spend money on training.”
“Why is that?”
“Well, what if we train them and they leave?”
“What if you DON’T train them and they STAY?”
Savvy Guerrillas know that marketing is an investment, not an expense. Skills training, and particularly sales training, is one of the most conservative guerrilla marketing investments you can make.
At a “Guerrilla Selling” seminar I was conducting recently, we were discussing creative ways to get through to reluctant prospects, especially C-level executives. One of the participants got up and walked out. He returned a few minutes later to announce, “I didn’t think it would work, so I stepped out in the hall to prove you wrong. Not only did I get through; I got the order!”
Later I learned that the profit from that single transaction was more than enough to cover my fee for the day. We can only guess that the return on investment for this client was hundreds of times their investment in guerilla training.
How do I protect my copyrights if the client publishes my video?
Continuing my discussion with fellow professional speaker Suzannah Baum, she shared some concern about how to approach the client after they have already videotaped her presentation.
As a Guerrilla Selling Speaker, I often have clients video my keynote for internal publication. Guerrillas believe in the power of Investment, so they invest first in their customers and clients. Explain that your copyright attorney had advised you that you need to write a letter specifically granting permission to use the video, because it may otherwise infringe on unforeseen future uses of the material in books, magazines, pay-per-view, etc.
Prepare the letter on your stationary, using the language, “[Your Company] hereby grants limited, non-transferable License and permission for [Client] to publish the [length] minute video, ["Title of Your Training”] recorded on [performance date] at [location], hereinafter referred to as “the video.” [Client] may publish an edited version of the video, subject to approval of the author, on their company website at [http://www.clientswebsite.com] for viewing by employees of [Client] and the general public, for a period of [one year should suffice, but not more than three]. Commercial use and mechanical distribution are specifically excluded.
“[Client] agrees to indemnify [you] from any action which may arise as a consequence of this publication. [You] reciprocally indemnify [Client] and affirm that [your company] posses all rights to the video content, and have the authority to grant such license.
“In consideration of this license, [Client] agrees to surrender to the author all original master video tapes of the video, together with a DV or QuickTime version of the finished product on DVD within 30 days of completion of their edits. All Other Rights Reserved.”
Sign and date two copies, and have them countersign, date and return a copy of the letter. That should do it.
Then point to it from your website, your one-sheet, your bio, your eSpeakers listing, your bureau listings, etc. Here’s the guerilla twist: why go to all the bother of hosting a long demo video on your own servers when they will do it for you?
–OrvelRay
Is it ethical to give a cash/gift or commission for referrals?
Fellow guerrilla Vince Golder posted a question on the Guerrilla Marketing Tips for Small Business forum on LinkedIn, asking:
“I’ve had a couple of debates over the years with people who were quite firm in their belief that any form of cash/gift commission given in return for a successful referral was a bribe!! I would rather pay one of my own clients or contacts a just reward for promoting my business, than an expensive agency or media company.” What do you think?
Let me start by saying that cash, gifts and commissions are three very different things. Each may be appropriate or not, depending on the circumstances. Guerrillas ALWAYS look for appropriate ways to REWARD customers for their business.
As I’ve said before in this forum, the best way to get referrals is to ASK for them. (See my recent blog on the topic, March 4, 2009, below) And only reward referrals if you want to KEEP getting them.
No, it is not a bribe. And no, it is not enough to simply express your appreciation.
A nice Thank You card is a good start, but don’t be tempted to send it by e-mail. Personally, I use Hallmark, because I care enough to ____________________ .
Cash is awkward, so enclose a gift card instead. Coffee at Starbucks, free fries at McDonald’s. Better still, relate to their interests: something from Amazon or Borders for bookworms, or office supplies from Staples to reward the whole office.
If the referral is unsolicited, keep the amount something under $100. For bigger referrals, consider bigger rewards: a bottle (or case) of nice wine, a magazine subscription, dinner for two somewhere special, or the fruit-of-the-month club from Harry & David. You can always take them out, for coffee, for lunch, for a round of golf. We’ve given clients pairs of plane tickets. We once took a dozen people from United Airlines to a Rockies game.
There are two guerrilla gifts you can give to people who can’t accept gifts: flowers and food. For women, send a simple bouquet with a business card, delivered to their office by FTD. A variation is to send a large bouquet (something everyone can enjoy) to the Reception desk, with a “Thanks Everyone” note. And if you send flowers on a holiday, like Easter or Halloween, all the better. If you customer is a man, send roses. Red ones. You send me a dozen red roses with a “Thank You” note, and my wife is going to love me, and I’m going to REMEMBER you.
Food works if you send enough to share. Send Domino’s, KFC, or a monster Subway at lunchtime. Or a big birthday cake decorated with your logo and a big “Thank You” in icing across the top.
A professional speaker routinely pays bureaus 25% commission, but the agent who recommended you sees only a fraction of those funds. So I send the rep a very large box of Godiva chocolates. (Wasn’t it Will Rogers who said, “I never met a chocolate I didn’t like.”)
In another example, Wendy Kruger, with Speakers Platform in San Francisco, booked me for a string of several seminars. I knew that she was a fan of Cirque du Soleil, and a bit of browsing revealed that there was an engagement running in San Jose. So I used the Internet to book a pair of VIP back-stage tickets in her name at Will-Call. She took her boyfriend out for a surprise date, and nobody’s the wiser. (That is just SO California!)
If you’re closing a big contract with a new customer, buy a nice pen. A RILLY nice pen; a Cross or Mt. Blanc. After you’ve signed the paperwork, “accidentally” leave the pen behind. They’ll quietly put in their desk and remember your generosity every time they use it.
If you’re concerned about ethics, give them an award, a brass plaque or silver trophy engraved with your appreciations. It will be given a place of honor on their desk or bookshelf.
Here’s guerrilla work-around; send an age-appropriate toy for their kid. Who would begrudge a child a new toy?
Another loophole: if the item has your logo on it, it’s a tchotchke, not a gift. It’s not a bribe; it’s ADVERTISING. So you can send them a coffee mug or a golf towel or a $200 down parka, or any useful item for that matter, imprinted with your advertising, and they will wear it with pride. And they’ll tell all their friends.
Still not sure what to do? I once received a birthday card that read, “People who say you’re hard to shop for obviously don’t know where to buy beer.”
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How to Select the Right Speaker for Your Next Sales Meeting, Conference or Convention
