Colonel Sanders was a master of business. He took a product that virtually everyone in the south made for themselves — fried chicken — and decided to sell his own version. The Kentucky Colonel outfit, the secret recipe, the bucket, and his self-promotion all contributed to his uniqueness and aura. However, his true secret to success was a simple philosophy: do one thing and do it right. He made better fried chicken than anyone else, and he focused all his efforts on building the business around his flagship product. His plan was to start small, gain a reputation, and establish a toehold in his local Kentucky community. From there, he wanted to conquer the fried chicken world, and use his market dominance as a springboard for other complementary products. Of course, we all know the rest of the story; his plan worked to perfection and the chicken industry has never been the same.
What’s the lesson that other companies can learn from the Colonel? Determine what your biggest strength is and focus your efforts on that. Perfect your product/service, establish a great reputation, use your revenues to invest in the company, and build your empire. Many companies try to become jacks-of-all-trades, but instead become masters-of-none. This mistake goes back to a previous discussion about market sizing vs. market segementation. It’s better to dominate a small market and branch out into other markets in time, rather than become a bit player in a larger, more competitive market. This approach will focus your internal resources in the places that maximize your profit potential, put your marketing communications plan on a path towards great success, and send a message to competitors that you have your priorities straight.
Don’t let the goatee fool you… Colonel Sanders was a brilliant businessman and a master marketer. Now go out there, focus on the one thing at which you’re best, and fry the competition!
June 22, 2009 at 12:23 am
Frank Sinatra had a Vegas-inspired song called “Luck Be A Lady.” One of the lines in the song is:
“Stick with me, baby, I’m the guy that you came in with.”
In many ways, marketing is like Lady Luck that ol’ Blue Eyes is singing about, especially when it comes to branding. This is one of the trickier subjects to explain to someone new to marketing. In a nutshell, branding is the sum total of experiences and perceptions that a company has with its customers, competitors, and marketplace. The tactical elements of marketing — websites, brochures, advertising, etc. — are physical manifestations of branding. There’s also something called brand equity, which is not only a perceived value of a brand, but it can also be a tangible value. In fact, many organizations carry their brand as an asset on their balance sheets, with an actual dollar amount attached to it. Google has the highest brand value in the world, which is estimated to be worth more than $100 Billion. Software giant Microsoft has the second highest rated brand in the world, worth over $76 Billion.
There’s a reason why I mention these two examples together. You’ve undoubtedly noticed the “Bing” logo at the top of the entry. You may also be asking yourself, “what the hell is Bing?” As it turns out, Bing is the newest incarnation of Microsoft’s search engine, renamed from Windows Live Search. In my opinion, Microsoft made a big mistake and squandered a golden opportunity. They took one of the most high-profile aspects of the Internet (search engines), went up against the 800-pound gorilla, and didn’t take advantage of the Microsoft brand equity. Even worse, when you go to the Bing home page, the Microsoft name is nowhere to be found, so they can’t springboard their new brand off the established Microsoft name. How can you realistically pit a $100 Billion brand against a brand with zero equity? Frankly, you can’t. Microsoft doomed Bing to the ash heap of history before it even launched, just like another one of their infamous failures. The rest is just an exercise in futility.
What’s the lesson here? The Microsoft branding team should have told the Bing team, “stick with me, baby, I’m the guy that you came in with.” The only thing left is a roll of the dice and the hope that Lady Luck is on their side. I wouldn’t bet on it.
June 15, 2009 at 11:30 pm
(Sung to “If I only had a brain” from the Wizard of Oz)
I’d could use my time much better, create a great newsletter
And plant some prospect seeds,
I could share our comp’ny vision
Help them make a ‘buy’ decision
If I only had some leads.
Yes, it’s another original adaption from yours truly. I’m willing to take full credit because, heck, nobody else wants to claim that crap as their own.
I’ve noticed a lot of people using the terms lead, prospect, and customer interchangeably, so I thought I’d take today to explain the differences between them. Once you speak the language, and understand the differences, it makes a lot more sense. It is also another way for me to build the kumbaya bridge between sales and marketing. Here we go:
- Suspect – not a generally used term, but a suspect is defined as a person that may be in the market for the types of products and services your company (and your competition) produces. Is is essentially a superset of all your potential customers. You may not know who they are, and they may not know who you are, but they are out there, waiting to be discovered. You need to connect with suspects, or have them connect with you, in order to convert them into leads.
- Lead – this is someone who is in the market for the types of products and services your company produces. They may specifically know about your company, you may know who they are, or both. They have expressed either a specific or general interest, and have provided contact information about themselves. Depending on their needs, budgets, and timelines, leads are traditionally classified as cold, warm, and hot.
- Prospect – defined as a lead who has passed the initial qualification (in other words, they are a real person who exists) and is currently being engaged in some way, depending on their needs. In sales/CRM terms, if an ‘estimate’ or ‘opportunity’ is created for a lead, the lead becomes a prospect. The level of contact a prospect receives ranges from an occasional email or phone call to an in-person demo or pilot project.
- Customer – occurs when a prospect makes a purchase decision. Once a company receives money (or, in sales/CRM terms, a ‘sales transaction’) from prospects for their products and services, those prospects are officially converted into customers. Bring the money, honey.
I’m taking some badly needed vacation time this week, so I won’t be writing any blog entries until next Monday. Until then, have a great week, thank you for your continued support and comments, and we’ll start fresh on Monday. Hasta luego.
May 31, 2009 at 11:30 pm