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Cross Generational

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Life on the Edge with Generation Tomorrow

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4 Brilliant Results | June 2008 www.brilliantpublishing.com

Vol. 5, No. 6

Cover Story8 Cross Generational MarketingRead about a brilliant campaign targeted across generations that turned a $10,000 media buy into $150,000 worth of sales.

Departments

6 Publisher’s Letter

40 Hot Products

46 Advertising Index

Get FREE information from this month’s advertisers

48 Meet the Manufacturer

A one on one interview with David Goldfarb, Marketing Manager for Evans Manufacturing

By: Dave Ribble, MAS

50 Off the Cuff

Summertime Quotes & Thoughts

Columns

20 Reaching Across Generations

How tourism can promote health and wellness.

By: Dr. Peter Tarlow

29 Subtle Signals that Effect Morale

By: Megan Slabinski, The Creatiive Group

30 It’s All Personal

By: Dave Ribble, MAS

32 Gen X & Y So Predictable... When It Comes To Incentives.

By: Arnold Light, CTC

44 Passionate Leadership

By: Barton Goldsmith, PhD.

in this issue June 2008

8

3216

™

Features

12 Strategic Human Capital Management

An interview with Allan Schweyer from the Human Capital Institute.

14 Marketing to Generation X and Y

By: Michael Fleischner

16 Life on the Edge with Generation Tomorrow

By: Martin Lindstrom

22 Incentives for the New Generations

By: Mary English

26 Extreme Sampling: Avoid Oversights That Can Doom Your Promotion

By: Michael Merrick Crooks

34 Trade Show Success Starts with Focused Objectives

By: Barry Siskind

36 Getting What You Want From Others

By: Ed Rigsbee, CSP

38 You E-Mailed What!!!?

By: Jeffrey Dobkin

contents

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publisher’s letter

Brilliant Publishing LLC9034 Joyce Lane

Hummelstown PA 17036Ph: 717.608.5869Fax: 717.566.5431

Publisher/ AdvertisingMaureen Williams

[email protected] 717.608.5869

Editorial

Editor in Chief MaryAnne Morrill

Senior Editor Michelle Donofry

Style Editor Charity Plata

Asst. Editor Mildred Landis

Contributing Writers

Michael Merrick Crooks, Jeffrey Dobkin, Mary English, Michael Fleischner, Barton

Goldsmith, Ph.D., Arnold Light, CTC, Martin Lindstrom, Dave Ribble, MAS, Ed Rigsbee, CSP, Barry Siskind, Megan Slabinski, Dr. Peter Tarlow

Photography Cover Story Images

provided by AdPack USA

Production/Design

Art Director Jami Hubbard

Brilliant Results is published monthly by Brilliant Publishing LLC, 9034 Joyce Lane Hummelstown PA 17036 (717) 608-5869; Fax# (717) 566-5431. Postage paid at Mechanicsburg PA and addi-tional offices. POSTMASTER please send address changes to Bril-liant Results, 9034 Joyce Lane, Hummelstown PA 17036. Volume 5. Number 06. Brilliant Results subscription rates: one-year $120; Canadian $160 USD; one-year foreign $225 USD. All subscriptions are non-refundable. Copyright © 2008 Brilliant Publishing LLC. All rights reserved. The publisher reserves the right to accept or reject any advertising or editorial material. Advertisers, and/or their agents, assume the responsibility for any claims against the pub-lisher based on the advertisement. Editorial contributors assume responsibility for their published works and assume responsibil-ity for any claims against the publisher based on published work. No part of this publication can be reproduced in any form or by electronic or mechanical means, including information storage and retrieval systems, without written permission from the publisher. All items submitted to Brilliant Results become the sole property of Brilliant Publishing LLC. Editorial content does not reflect the views of the publisher. The imprints, logos, trademarks or trade names (Collectively the “Marks”) displayed on the products featured in Brilliant Results are for illustrative purposes only and are not avail-able for sale. The marks do not represent the implied or actual endorsement by the owners of the Marks of the product on which they appear. All of the Marks are the property of the respective owners and is not the property of either the advertisers using the Marks or Brilliant Results.

Publisher’s Letter

brilliantresultsTM

ORGANIZATION…I love it! I must admit I have a bit of an obsession with cleanliness and organization. I buy any and every self help organizing book or maga-zine I see…after all I am certain someone out there has “the secret” and it is going to work for me once and for all. That in and of itself is the problem, well that and the time it takes to get and stay organized. Let’s face it there are those of us who are constantly challenged by chaos and clutter. I don’t necessary like it but I live with it until it takes over then I buy a new book and learn a new “system” of organization. Last month I am embarrassed to admit I bought a new computer. Why? Well primarily because my old com-puter was too slow…maybe because I never delete anything and have 30 or more things opening when I turn on the computer…oops! But, I am certain that the magazine and my publishers’ letter will be more brilliant in 2008 due to my investment. I also bought “Unclutter Your Mind” and “Organize Yourself” …they should give me some new ideas and systems to use to get that uncluttered clean organized desk!

Here at Brilliant Results magazine we are always searching for that right product or idea that will super charge your marketing and brand-ing efforts and help your organization cleanup when it comes to the bottom line! This issue is no different...we decided to look at trend watching and its potential impact on the way business is done. We also included a few up and coming trends that might inspire as well as sev-eral articles packed with suggestions on how to make 2008 a more pro-ductive year whether you are evaluating your promotional merchandise or reviewing your incentive programs. Who couldn’t use a little help from time to time to better themselves? (PS: I also had them include an article on organization.)

As we strive to bring you a better magazine we must not forget to say Thank you to all the suppliers that support our efforts and you our readers who make it all worth while. I love a challenge and 2008 will be even better the 2007! I am certain of it! Let me know what you think, what you like what you don’t like and hey if you have an idea or 2 that could make us a better resource for you let me know that too. We can only improve with your help.

For me I’m off to organize my desk and get ready for 2008 with a clean slate!

Hard to believe that another year has come and gone…where does the time go? Until next time…always remember to…

Have a Brilliant Day!

Maureen [email protected]

Brilliant Publishing LLC9034 Joyce Lane

Hummelstown, PA 17036Ph: 717.571.9233Fax: 717.566.5431

PUBLISHER / ADVERTISING


541-788-5022

EDITORIAL

Editor in ChiefMaryAnne Morrill

Senior EditorMichelle Donofry

Style EditorCharity Plata

Asst. EditorMildred Landis

CONTRIBUTING WRITERSMichael Merrick Crooks, Susan A. Friedmann, CSP,

GiftCertificates.com, Barton Goldsmith, PhD., Maria Gracia, Arnold Light, CTC, Bill Nissim,

Dave Ribble, Ed Rigsbee, CSP, Dr. Peter Tarlow, Trendwatching, Dave Willmer

PRODUCTION / DESIGNArt DirectorPercy Zamora

Brilliant Results is published monthly by Brilliant Publishing LLC, 9034 Joyce Lane Hummelstown PA 17036 (717) 608-5869; Fax# (717) 566-5431. Postage paid at Mechanicsburg PA and additional offices. POSTMASTER please send address changes to Brilliant Results, 9034 Joyce Lane, Hummelstown PA 17036. Volume 4. Number 12. Brilliant Results subscription rates: one-year $120; Canadian $160 USD; one-year foreign $225 USD. All subscriptions are non-refundable. Copyright © 2007 Brilliant Publishing LLC. All rights reserved. The publisher reserves the right to accept or reject any advertising or editorial material. Advertisers, and/or their agents, assume the responsibility for any claims against the publisher based on the advertisement. Editorial contributors assume responsibility for their published works and assume responsibility for any claims against the publisher based on published work. No part of this publication can be reproduced in any form or by electronic or mechanical means, including information storage and retrieval systems, without written permission from the publisher. All items submitted to Brilliant Results become the sole property of Brilliant Publishing LLC. Editorial content does not reflect the views of the publisher. The imprints, logos, trademarks or trade names (Collectively the “Marks”) displayed on the products featured in Brilliant Results are for illustrative purposes only and are not available for sale. The marks do not represent the implied or actual endorsement by the owners of the Marks of the product on which they appear. All of the Marks are the property of the respective owners and is not the property of either the advertisers using the Marks or Brilliant Results.

262467 Brill492

www.bril l iantpublishing.com

If you are a Baby Boomer, the day President Kennedy was assassinated is a day that you most likely remember exactly where you were when you heard the news. Members of Gen X and Gen Y weren’t even born and for them this traumatic day is merely a day in American history, not much different than reading about the assassination of President Lincoln. Baby Boomers remember a world before computers…a world where IBM typewriters were state of the art. Gen X saw the birth of the personal computer and Gen Y cannot imagine a world without computers…computer-like devices provide their connection to the world. All the differences between these three generations are interesting to speculate about; but for the savvy marketer and the knowledgeable manager these differences present a real challenge.

Today marketers and managers must reach across generations and find ways to sell to and motivate these often diametrically different individuals. This month Brilliant Results is dedicated to addressing this challenge and providing insightful approaches to both multi-generational marketing and motivation through the use of incentives and promotional products. From descriptive analysis of the generations, to articles focused on reaching them both as consumers and as employees, this issue offers a well-rounded look at the problems and offers solutions. Our contributing writers also included a bit of humor in pieces like “Extreme Sampling: Avoid Oversights That Can Doom Your Promotion” and “You Emailed What!!!?” because after all it is summertime and humor often makes important points easier to remember.

So forget how old or young you are…enjoy the humor and the summer sunshine…consider incorporating some of the sage information into your next marketing or motivational campaign…and as always…

Have A Brilliant Day!

™


Pub letter 6.indd 2 6/1/08 10:16:58 PM

GLOBAL EMPLOYEE RECOGNITION SOLUTIONS THAT GET RESULTS.Need to engage a diverse workforce? Hallmark Insights makes it easy. We offer hundreds of employee recognition and reward options worldwidewith our powerful IRIS technology. Incentives that inspire superior qualityand service, and get measurable results. Here, there and everywhere. Call your Hallmark Insights Account Executive at 800.765.4438 or visit HallmarkInsights.com today.

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IN ALMOST ANY CULTURE.

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© 2008 Hallmark Insights. All rights reserved.


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Cross Generational MarketingWhen a $10,000 media buy generates $150,000 in ticket sales, savvy marketers sit up and take notice. This was the bottom line recently achieved by AdPack; an out-of-home marketing company specializing in intercepts marketing and place-based advertising through its line of promotional facial tissues, towelettes and wet towels.

Together with guerilla marketing company Brand Marketers, AdPack USA used a street team of Elle Woods look-alikes — complete with her trusty side-kick dog Bruiser — to hand out 10,000 “Legally Blonde The Musical” branded tissue packs to New York tourists and locals. Inside the tissue packs, distributed at several high foot-traffic locations throughout midtown Manhattan, was a special “pink” offer of $67.50 per ticket. Patrons could redeem the limited-time offer at the box office or by visiting www.ticketmaster.com and using the code “TISSUE.”

Of those handed out, more than 2,025 people responded - a redemption rate of 20 percent. As a result of the high redemption rate, the company has ordered more tissue packs from AdPack USA and will continue both their intercept campaign and add a campaign aimed at the travel and tourism industries. Taking tissues to Broadway proved to be a success for “Legally Blonde The Musical,” and tissue pack advertising is a way to be creative with advertising while being non-invasive.

When this brilliant campaign was brought to the attention of Brilliant Results by Charlotte Maumus, Account Executive for KCSA Strategic Communications, we asked her to forward some questions to AdPack USA’s President Steve Jacobs’ about successful cross-generational marketing campaigns. We have also included a sidebar about the company’s latest high-tech tissue advertising venture with interactive partner qtags llc.

BR: How did you develop the concept for this campaign?

SJ: We are in the Tissue Marketing business and approach marketing problems from the perspective that we have an effective way to deliver real calls to action. We discussed with the producers of “Legally Blonde The Musical” the problems of getting patrons back in the theater after the strike in the fall of 2007 ended. We came up with a plan that would put valuable coupons for the show in the hands of consumers. We arranged to have street teams distribute “Legally Blonde” tissue packs adorned with the image of the lead character, Elle Woods, and which also contained a coupon insert for a ticket to the show for just $67.50 — a discount of more than $50.00 per seat. We then selected a high traffic area in Mid-town Manhattan where we would reach commuting business people, tourists, and potential theatergoers. In just under two hours we gave away 10,000 tissue packs with coupons.

BR: Can you give our readers examples of other innovative campaigns in which your company has participated?

SJ: We did a street campaign for the Japanese fast food restaurant, Yoshiro where we distributed tissue packs offering a free beverage with the purchase of any meal. The redemption rate on that program was in excess of 5%.

Jacobs.indd 2 5/29/08 9:10:04 PM

www.brilliantpublishing.com June 2008 | Brilliant Results 9

We worked with Commerce Bank to design a tissue pack that included a coupon for $25.00 when customers opened a new qualifying account. These packs were given away at community events and outside of branches where Commerce is doing business.

We’ve done a program for the retailer “Five Below” who gave away tissue packs containing coupons for $5.00 off on any purchase.

We did a program for the fast food company California Tortilla, who offered a free burrito on a coupon insert.

We also did a program for Random House publishing to help promote a new novel that was a “tear jerker” giving away tissue packs with the image of the book jacket on the pack.

Jacobs.indd 3 5/29/08 9:10:27 PM

BR: In your opinion what is the key to developing a successful multi-generational campaign?

SJ: Tissue packs specifi cally make a great cross-generational promotion in that the product is useful to any demographic. It’s not easy to fi nd media that everyone will be attracted to, but tissue pack marketing fi nds success and uptake by nearly 90 percent of the people we reach out to.

BR: Do you have any fi nal thoughts or advice for our readers?

SJ: The most important things to consider in developing any campaign are to focus on goals and objectives, and then be sure to have a medium that will reach your target audience. Have a strong call to action and try to reinforce your messaging across different media and platforms.


High-Tech TissuesAdvertisers display qtag words on any element of their tissue-pack marketing campaign. Consumers can use a mobile phone to bookmark information or a promotion by texting theword to QTAGS (78247). Advertisers can set up a custom qtag word with a text message (that is sent back in response to the sender), and a web-link, which is stored in an in-box atwww.qtags.com.

In addition to combining qtags mobile text messages, AdPack also offers customized Web pages for coupon inserts where marketers can quickly gauge how well their “low-tech”consumer-focused tissue-pack campaigners are performing. These mobile and online options combine proven and effective traditional marketing tactics with the instant gratifi cation and feedback offered by interactive marketing.

AdPack USA offers these interactive, multiplatform campaign elements to allow ad agencies and brands looking for real-time, ROI campaign results to better understand the success of a campaign and increase consumer interaction with their brands. This allows marketers to more effectively measure a campaign’s effectiveness each time a consumer redeems an offer.

A qtags campaign also allows a consumer to order and view rich media content on the mobile phone and on digital displays.

EXAMPLES:

Zagat• used the branded tissue packs at the Revlon Walk in Manhattan to promote a free trial offer for their mobile application called Zagat To Go. Interested consumers texted “ZTG” to qtags where they where published back a text message that detailed a 14-day free trail membership where consumers had access to Zagat’s famous restaurant reviews and travel content for 65 cities from their mobile devices.

• Red Robin Gourmet Burgers used the tissue packs as part of their employee recruiting campaign. They handed out branded tissue packs at new restaurant sites with an insert that asked interested potential employees to text “RRJOBS” to qtags where they were then pushed back a text message with all of the information needed to apply for a job. Upon completing the application, each person was then awarded a $10 iTunes gift certifi cate.

This Mother’s Day, • Winebasket.com decided to remind New York City residents that Mother’s Day was right around the corner - but it wasn’t too late to order a delicious gourmet food and wine basket for Mom. Street teams took to the city and handed out tissue packs in the days leading up to this Mother’s Day. The insert in the tissue pack encouraged consumers to visit a specifi c website in order to get 5% off their order plus a free surprise chocolate gift!

Q&A with Steve Jacobs

Jacobs.indd 4 5/29/08 9:10:47 PM

Check out our re-designed website, where you can read some of our most popular articles from the past, renew your subscription, and via links review the products of some of our fi ne advertisers!

build relationships fi nd resources & get your company brilliant results@@www.brilliantpublishing.com

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Strategic Human Capital Management

Strategic Human Capital Management is the most powerful lever for innovation and growth in today’s knowledge economy. In fact, corporate market value is increasingly defi ned as the sum of human intangibles — ranging from the public perception of a company’s intellectual capacity, to its perceived ability to create new solutions, enter new markets and respond to change.

In this new world, new leadership models are emerging. Talent acquisition, empowerment and innovation are moving to center stage, and a new business-driven HCM specialty is forming to drive performance-based strategies towards new growth, better bottom-line results and increased value. In this new world, new leadership models are emerging. Talent acquisition, empowerment and innovation are moving to center stage, and a new business-driven HCM specialty is forming to drive performance-based strategies towards new growth, better bottom-line results and increased value.

The Human Capital Institute is a membership organization, think tank and educational resource for the professionals and executives in management, HR/OD and recruiting, who are at the forefront of this new movement.

RESEARCH –

The Human Capital Institute originates and funds important research across the human capital life cycle. Today’s HCI projects include:

The Talent Mindset Index•

The Talent Maturity Model•

Talent Next and Best Practices•

North American City Talent Surveys•

International Human Capital Surveys•

EDUCATION –

The Human Capital Institute provides educational programs for executives, line managers, human capital practitioners, and other organizational leaders who recognize the critical importance of human capital. HCI offers the most comprehensive educational opportunities across the talent management continuum, targeted at the most critical and strategic human capital issues.

SOCIAL PROGRAMS –

The Human Capital Foundation is committed to help developing economies, by providing assistance to those least able to cope, in those countries most severely impacted by AIDS and extreme poverty. The development of skilled human capital is critical to the long-term success of an expanding global economy. Yet many of the world’s most strategic third world regions face worsening social and economic challenges that threaten their viability over the next decades.

Allan Schweyer is President and Executive Director of the Human Capital Institute and author of Talent Management Systems. He is an internationally renowned analyst and speaker on the topic of transformational human capital management for individuals, organizations, regions and nations. Trained as a labor market economist, Schweyer’s contributions include the development of the award-winning National Graduate Register, Campus WorkLink and SkillNet.ca programs with Industry Canada and the World Bank, which connected university and college career centers across Canada and later, in Latin America and Eastern Europe. In 1999, Allan co-founded the On-line Recruiters’ Association of

Schweyer.indd 2 5/29/08 10:50:06 PM

Canada. In 2000 and 2001, he worked as a management consultant to Reed Business Information in Boston while attending graduate school at Harvard University. Directly prior to joining HCI, Allan was a senior researcher, analyst and consultant with HR.com and the editor of the HR.com staffi ng vertical. Allan’s articles and white papers appear in dozens of popular media and industry specifi c publications worldwide. So it was with considerable pleasure that Brilliant Results had the opportunity to interview this distinguished expert.

BR: How did you become affi liated with the Human Capital Institute?

AS: I co-founded HCI in January 2004

BR: What are some principal ways in which the corporate incentive process is changing?

AS: Organizations are changing their focus in two ways. They are thinking about incentives more strategically, i.e., how can incentives integrate with total rewards and align with corporate strategy? How can they be used to encourage the behaviors and actions that support corporate objectives? More importantly, how can incentives drive employee engagement? How can incentives appeal to an employee’s intrinsic motivations?

BR: What is the strategic value of a strong talent brand and what can an organization due to develop one?

AS: A strong talent brand gives an organization a competitive advantage in recruiting and retaining talent — especially the type of talent best drawn to and suited for the organization’s culture. A strong talent brand can also positively impact employee engagement, particularly where the organization enjoys a strong reputation for social responsibility. Regardless of an organization’s size or the type of industry it is involved in, there is good reason for it to look at the image— and reality — it is creating among potential and current workers.

BR: How can organizations incorporate positive brand development into ‘experiential’ or other incentive programs?

AS: By ensuring that the programs are aligned with brand strategy.

BR: Can you give some examples of how this has been done successfully?

AS: If the talent brand strategy is investing in its people, incentives might include access to experiential learning, such as short overseas assignments or access to executive roundtables hosted by universities and think tanks or possibly time off to volunteer on non-profi t boards, etc. If the employer brand is built around creativity and innovation, like Google, for example, strong performers might be rewarded by giving them a day per week to do nothing but think about new ideas and pursue creative projects.

BR: In your opinion, what are the most important features of a successful incentive program?

AS: Incentive programs should be designed to complement corporate brand strategy and corporate strategy overall. Incentives should be delivered by skillful managers following the SSIP rule of thumb — Sincere, Specifi c, Immediate and Personal. The most meaningful incentives are delivered for specifi c behaviors and as close to the event as possible.

BR: What do you see as the future direction for incentive programs?

AS: They will continue to transform. As HR is becoming more strategic, more aligned to the business, more focused on generating competitive advantage — so will incentive programs. It will become less about the distribution of “things” and more about relevant experiences tied to business strategy and the desired talent brand.

BR: Do you have any fi nal thoughts or advice for our readers?

AS: Ensure that incentive programs are a part of overall HR and corporate strategy. Use them to both reward employees and further the corporate objective simultaneously. Google gives high performing engineers 1 full day a week to think and experiment, this motivates, engages and retains and attracts talent — it also results in innovations worth billions of dollars to the company each year.


Q&A with Allan Schweyer

Schweyer.indd 3 5/29/08 10:50:23 PM


Marketing to Generation X and YBy: Michael Fleischner

If you’re trying to market to adults who were born between 1965 and 1994, then you need to understand the best method for reaching generation X and generation Y.

Who is Generation X?

Gen Xers were born between 1965 - 1976 and make up about 17% of the U.S. population. As a whole, this group is both independent and skeptical, existing in the shadow of Baby Boomers. As this group moves into their 30s and 40s, Gen Xers are establishing themselves as consumers who are starting families and buying homes.

Who is Generation Y?

Individuals born between 1977 - 1994 are considered Gen Yers and make up about 25% of the U.S. population. This group is generally idealistic, optimistic, and patriotic. They consume media in extremely fragmented ways, representing the next big wave in our demographic makeup.

Gen Xers and Gen Yers have a number of things in common. Both groups grew up with recessions, single-parent households, cable TV, the Internet and other personal technology. Consequently, these groups consume media differently than earlier generations. Communicating with them through traditional marketing channels can be difficult. So, how can you reach these groups, communicate your message, and get them to take action?

The answer is more traditional than you think. In combination with online marketing, direct mail is one of the most powerful ways to market to both Gen X and Y. According to a recent study conducted by InnoMedia, NuStats, and Vertis, 87% of Gen Y and 86% of Gen X bring in the mail the day it’s delivered. 73% of Gen Y and 68% of Gen X retail direct mail readers have used coupons received in the mail. Gen X and Y consumers rate 75% of the mail they receive as valuable.

To reach Gen X and Y with direct mail, there are number of basic marketing practices you should keep in mind. Before discussing these tips, keep in mind that your direct mail efforts can be supplemented with online marketing in the form of targeted site advertising, key word buys, or perhaps giving consumers a reason to visit you online via email (contests, sweepstakes, discounts, etc.).

Direct Mail is most effective when you understand your audience, time your campaign appropriately, provide a compelling offer, and develop a relevant message.

fleischner.indd 2 5/29/08 9:15:20 PM

Audience•

Knowing your audience is essential for the success of any direct marketing campaign. Having information about Gen Xers or Yers in general terms is a place start, but you need to dig deeper and develop a fuller understanding of the segment. You should know what motivates them, what their greatest pains are, their latent needs, and what products or solutions they currently use. Once you’ve gotten to know your audience, other marketing criteria can fall into place.

Timing•

Communicating your message at the right time can make all the difference in your marketing results. Selling tax software immediately after April 15th won’t produce the results you’re looking for. Therefore, you need to have an understanding of your audience’s timeline and when they are in the market to buy your product or service. Be sure to reach them with enough time to respond to your offer, but don’t leave it open ended.

Offer•

Many consumers need a reason to buy, especially Gen Xers who are normally skeptical. Your offer should provide some benefi t to the buyer as well as provide some level of comfort in moving forward with a purchase. This can be in the form of a satisfaction guarantee or something similar. One great technique is to place your offer on the outside of the envelope that contains your marketing materials. This can help to differentiate your mail and get your envelope opened by prospects.

Message•

Your message needs to resonate with prospective buyers. Do you understand their needs? Have you communicated benefi ts as well as features? Are you solving a problem for them? Have you provided a simple, yet compelling message? Many direct marketers talk about the “long” letter versus the “short” letter. There are a number of studies that validate the use of both long and short letters in direct marketing pieces. As long as your message resonates with buyers, it doesn’t matter how long it is. Be sure to test your messages on an ongoing basis.

If you’re marketing to either Generation X, Y, or both, use direct mail in your marketing mix. Individuals in these groups respond to direct mail. Keep in mind however, that a direct marketing piece should be supplemented with other forms of marketing - Internet marketing, search engine optimization, advertising, etc. Direct mail is your key to success with Generations X and Y when used as the main vehicle of your marketing campaign.

Michael Fleischner is an Internet marketing expert and the founder of MarketingScoop.com, the Internet’s biggest source of marketing information and free marketing resources. He has more than 13 years of marketing experience and has appeared on The TODAY Show, Bloomberg Radio, and other major media. Visit www.Marketingscoop.com for more information or the Marketing Blog at http://marketing-expertblogspot.com.


“

”

Both groups

grew up with

recessions,

single-parent

households,

cable TV, the

Internet and

other personal

technology.

Consequently,

these groups

consume

media

differently

than earlier

generations.

fleischner.indd 3 5/29/08 9:15:39 PM


Life on the Edge with Generation Tomorrow

By: Martin Lindstrom

A typical 21-year-old has played 5,000 hours of computer games, exchanged 25,000 emails, SMSs and chat messages, has used a cell phone some 10,000 times and spent 3,500 hours online. Surprised? Well that’s your future consumer.

When I conducted the ‘BRANDchild’ research for my book of same name – the world’s largest study on kids and their relationship with brands – one of the results which took me most by surprise was the number of channels kids are able to handle at the same time. Where adults are able to manage 1.7 media channels at the same time, say, watching TV and reading a magazine, kids can give attention to an astounding 5.4 channels at the same time. To illustrate this multi-tasking, they can watch TV, send SMS messages, surf the net, chat on MSN, listen to music and even devote 0.4 of their simultaneous communications repertoire to homework.

But even more surprisingly, when I recently repeated the study, three years on, not only had the number of channels kids handled at once increased by 0.2, but adult capacity for dealing with multiple channels had increased by close to 0.1. It seems, therefore, that the ever-evolving media environment is not only influencing the younger generation. It is affecting us all and we are all making adaptations to it. This leads to this question: what behavioral changes will we see in future generations vis-à-vis communications strategies and media use?

The answer is straightforward. A lot. But here are two key developments you can expect to deal with in handling future generations of consumer behavior:

Welcome to the MSP generation. I first dubbed tomorrow’s consumers ‘the MSP generation’ •in my book BRAND sense. ‘MSP’ stands for ‘Me Selling Proposition’. This is a generation, which takes on personal ownership of their favored brands turning the power relationship between consumers and corporations on its head. Rather than brands being in control of the consumer’s power of choice, consumers demand their own input, even customization, in products. You can see this MSP reflected in, for example, concepts such as Build-A-Bear or The American Girl Place, both of which allow kids to design their own toys down to every last detail. Kids, present and future consumers, are suddenly in control of their own brands. So, in the future, brands will need to give their audiences the power to design their own products. If they don’t manage to adapt to this power shift, ‘generation tomorrow’, with the highest expectations of customization – online, offline and wireless - will be lost to them.

Welcome to the broadcaster generation. A while back I received a commercial in my inbox •for a brand of energy drink I’d never encountered before: Kfee. If you’ve received this same ad you’ll know what I mean when I say that it’s shocking. At first I thought I must have been one of only a few people to receive it. But, making presentations and speeches all over the world, I’m in a position to be made aware of the fact that at least 25% of my audiences in any

lindstrom.indd 2 5/28/08 10:40:58 PM



of the 20 countries I’ve been visiting have also seen the ad. In fact, recently released information tells us that an estimated 45 million people have seen the Kfee ad. The production budget for this massive exposure… Roughly US$10,000! And the key to this success is this: Kfee is a product that fi ts perfectly with the MSP generation. Why… Because the MSP generation is also a generation of broadcasters. In action with 5.6 media channels at once, these kids are at once recipients and transmitters of the brand message. They send it on. That means they’re doing the marketing for the brand. So, these days, every brand needs to trigger broadcast responses in recipients. Of course, this can be a gamble. If you win, you win big time. If you lose – if the MSP generation discards your approach - too bad. A fact of future branding life is that playing with the confi dent, self-aware, critical and canny MSP generation can be risky.

So, you’re dealing with a generation of broadcasting MSP consumers. In tackling this crowd you have to live on the edge. It’s essential that you take chances to meet the ultimate objective of having your brand stand out.

It’s a sad fact that most companies perceive and represent themselves according to core values extracted from an MBA manual. Brands of tomorrow need to be distinctive and push the envelopes of acceptability across a spectrum of socio-economic and political tolerances. Brands will have to even offend certain audiences to make their presence felt and their distinction from competitors clear.

In a world where the challenge of releasing and growing a successful brand is becoming greater, it’s essential that brand-builders and their colleagues focus on narrow audiences. By doing so, a brand can refl ect values which only this audience appreciates. Yes, you may offend a lot of people

beyond that specifi c group but, in doing so, you’ll build your brand’s relationship with its core audience. This philosophy represents a radical departure from

the branding approach of the past in which everything – values, reputation, nuances - had to be perfectly perfect and acceptable to the vast majority.

Mass-market audiences are now a thing of the past. In principle, no brand can afford to be friends with everyone at the same time.

So where does this lead you? Well, refl ect on the three related themes of this article: the MSP generation, the broadcaster generation, and the on-the-edge marketing that applies to your brand’s part in the lives of ‘generation tomorrow’. Is your brand MSP-ready? Are you factoring the broadcaster behavioral phenomenon into your brand’s platform? Are you recognizing these key consumer characteristics by making your audience the center of your brand? Have you revisited your brand values to make sure you’re stretching its message and personality, voice and style to the edge? If not, you’d better polish off your brand and arm it with relevance to the motivations and impulses of generation tomorrow, before generation tomorrow discards your brand forever in one short click.

Martin Lindstrom, author of BRAND sense and BRAND child, is one of the world’s most respected branding gurus according to the Chartered Institute of Marketing. Lindstrom’s unique vision is supported by pioneering, global studies. His last four books, written with industry icons, Don Peppers, Martha Rogers, Patricia Seybold and Philip Kotler, are sold worldwide and have been translated into more than 20 languages. His latest highly acclaimed book, BRAND sense, is published by Simon & Schuster New York. Visit MartinLindstrom.com to learn more.


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Rewarding someone for going above and beyond is more than good manners. It’s good business. In fact, a well-designed sales incentive program can increase sales by at least 10%.*

The Motivation Show features more than 50 seminars on effective incentive, recognition and meeting program planning, along with the world’s largest display of incentive and recognition award ideas. Learn how America’s most powerful companies are motivating their salespeople, channel partners and employees to go the extra mile. Then explore over 2,000 exhibitors of brand-name merchandise awards, gift cards and enticing travel destinations.

Register today at www.motivationshow.com And be sure to take advantage of MotivationConnect, a personalized program that matches you with the most relevant people, knowledge and products at the show.

Great strides deserve great rewards.

* From “An Exploratory Study of Sales Incentive Programs”, published by the Forum for People Performance Management & Measurement

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Reaching across generations. How tourism can promote health and wellness.

By: Dr. Peter Tarlow

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creo


Despite all of the hassles connected with modern travel, tourism can be a cross-generational incentive to promote both health and wellness. Ten years ago, tourism people were often so afraid of the word “tourism” that they promoted themselves as experts in the “travel” fi eld rather than the tourism industry. Today with both high gas prices and continual airline hassles, tourism industry leaders need to rethink that strategy. This is especially true of many in the baby boom generation who are now entering the crucial stage of “grandparenthood.”

Grandparents and grandchildren have a special link and with an ever greater number of baby-boomers maintaining a good state of health well into their 80s, Grandparent-grandchildren travel is a major new source for uniting the generations and earning greater profi ts. Grandparent-grandchildren tourism has numerous advantages. Grandparents are natural allies of their grandchildren. Not only do grandparents enjoy “spoiling” their grandchildren but also these journeys produce memories that will last for decades. Furthermore with the member of generation X and Y feeling economic and time pressure, grandparent and grandchildren tourism allows parents a needed break and an opportunity to be together without worrying about baby sitters. One key area in promoting tourism for both the newest generation and for their grandparents is healthy travel. Here are a few things that health-oriented travelers seek.

Never forget that there is no component of the tourism industry that is immune to a health-• risk. All too often, travel and tourism entities simply assume that travelers are well. Begin by going over your basic health plans. Tourism professionals need to ask themselves what issues in their establishments, attractions, communities may be or become the greatest health risks. For example, it is essential that they think about such issues as sanitation, cleanliness of water, airborne and water diseases, contagious diseases, and illnesses related to food.

Make sure that hotels and restaurants provide well-balanced and healthy meal choices. While • there is still very much a market for fast foods and snacks, the trend has changed and an ever-larger number of visitors are seeking out meals with less red meat and more fruits and vegetables. The key is to package these healthy meals in creative and eye-catching ways.

Provide interesting and creative ways to exercise both in good weather and in inclement • weather. Travelers today are frustrated by the hassles of travel and need physical outlets especially after long and all too arduous fl ights. They are seeking more than simply an exercise machine, but ways that they can exercise with their grandchildren in safe and secure environments.

Be creative in your approach to travel heath, for example consider creating a “health and • language bank.” Especially with the rise of foreign travel to the US demonstrate that health is a prime concern by offering not only a listing of 24-hour doctors but also a listing of foreign language speaking physicians. Do the same for pharmacies.

Remember that your intergenerational guests will show an even greater concern for the young • people in their care. Often our visitors are unfamiliar with the health facilities. Be prepared to help them through such things as language issues, ignorance of to whom to turn for medical assistance and communications nodules.

Do not forget that health and safety also involve such things as: dental • prescription and emotional problems.

Inter-generational tourism can provide greater life enhancement across generations, but it is essential that tourism industries seeking such forms of tourism provide safe and secure facilities and experiences if they hope to obtain brilliant results.

Dr. Peter Tarlow is a founder and president of Tourism & More Inc. Dr. Tarlow has appeared on National televised programs such as Dateline: NBC and on CNBC. Dr. Tarlow organizes conferences around the world dealing with visitor safety and security issues and with the economic importance of tourism and tourism marketing. He also works with numerous cities, states, and foreign governments to improve their tourism products and to train their tourism security professionals. For additional information visit www.tourismandmore.

Tarlow.indd 3 5/28/08 10:39:03 PM


Incentives for the new generations“And the first one now, will later be last.

For the times they are a-changin’.”— Bob Dylan, “The Times They Are A-Changin’”

When Bob Dylan wrote that song in 1964, chances are he wasn’t referring to incentive programs. But the times are certainly “a-changin” when it comes to incentives and the world of the Generation X and Generation Y workforce. While the days of a person giving decades of service to one company and receiving a shiny gold watch at their retirement party may not be extinct, they are definitely endangered. Today’s younger workforce wants recognition from their employer now – or they’ll find another company that will give it to them.

More and more Baby Boomers are nearing retirement age, and Gen X and Gen Y individuals are making up more and more of today’s workforce. As this group of workers grows, creating and offering an incentive program that not only retains these employees, but also attracts new ones, is vital to a company’s continued success.

But before you can build an incentive program desirable to a millennial worker, you have to understand who they are and what motivates them.

Generation X

The commonly accepted definition of a Gen X’er is a person born between 1964 and 1981 (ages 26-43). They have been referred to as the “MTV Generation” and there are approximately 40 million-plus workers in this range, comprising 26% of today’s workforce. These employees:

• Areindependent,self-directedandresourceful

• Seekexcitement,challengeandmeaning

• Likeopportunitiestointeractwithmanagers

• Aremotivatedbyafree-spiritedworkplace

• Appreciatetraining

Generation Y

Those considered Gen Y are those born between 1982 and 1995 (ages 12-26). Sometimes called the “Internet Generation,” Gen Y’ers comprise the largest consumer group in the history of the U.S. with 57 million people. As employees, they:

• WantitallNOW

• Prefermeaningfulworkrightaway

• Areusedtobeingpraisedwithpositivereinforcementfrom their boss

• Aremotivatedbyopportunitiestolearn,growandmakeadifference

• Wantexperientialincentivesgearedtowhattheyliketodo

hallmark.indd 2 5/28/08 10:30:36 PM




Mary English is the Vice President of Marketing for Hallmark Insights, the leader in providing business incentive solutions and personalized reward programs for employee recognition, customer acquisition and retention, sales and dealer incentives, and health and wellness programs. To learnmore, go to HallmarkInsights.com.

In today’s fast-paced, immediate-gratifi cation, always-in-contact world, the fact that Gen X and Gen Y – the millennials – use technology throughout their professional and personal lives is no surprise. In fact, among Gen Y, 97% percent own a computer, 94% own a cell phone and 60% own a portable music or video device. Therefore, it should come as no surprise that a successful incentive program must take these factors into consideration.

When asked what types of incentives or products he would consider if he was building an incentive program with Gen X and Gen Y staff in mind, Marcell King, Senior Manager for Amazon Corporate Gift Cards reiterated the online aspect. “As heavy online consumers,” King explained, “Gen X and Gen Y are accustomed to doing most things on the web – including shopping. They expect to fi nd exactly what they are looking for easily, locate the best value and get it delivered before they update their Facebook page.” King believes the best way to motivate Gen X and Gen Y staff is offering them an easy and convenient way to fi nd what they are looking for from a large selection of products.

Incorporating a gift card – or an e-gift card – into your incentive program is one way to accomplish this. Because millennial workers are more techno-savvy, an incentive program that rewards them with the ability to select the product of their choice online is much more appealing. “Gift cards allow people to give virtually anything the recipient wants, without needing to know what it is,” King states. “When you consider that the majority of Gen X and Gen Y consumers own a computer, put their trust in peer reviews, need things fast and are very brand conscious, rewards like Amazon.com gift cards are a great way to motivate them.”

This freedom of choice is what many millennial workers like and look for in an incentive program. As King puts it, “These late-teens to late thirty-somethings can use their gift cards to buy anything from diamonds to diapers, power tools to plants and bran cereal to beauty products.”

As workforces become more populated with millennial staff, incentive programs offering an e-gift card option will become increasingly popular. “The convenience afforded by using e-cards,” King says, “also extends to the employee in that they receive the e-card, immediately apply it to their account and shop right from their desk.” King also sees benefi ts for the incentive program manager. “The trend in the industry right now is for customized cards. E-cards provide an easy way for incentive program managers to customize their gift cards without the printing costs,” he explains.

Whether it’s a physical card or an e-card, the benefi ts of gift cards in an incentive program designed for millennial employees are numerous. According to King, “Both gift cards and e-cards are effi cient and effective ways to incent Gen X and Y employees in today’s online environment.”

So the next time you want to reward an employee’s years of service to the company, don’t be surprised if they turn down that gold watch and choose that e-gift card instead. Because the times, they are a-changin’.


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Extreme Sampling:Avoid Oversights That Can Doom Your Promotion

By: Michael Merrick Crooks

Fifteen minutes ago I was happy. Now I’m not.

In my right hand I hold the watch I just broke. In my left hand I hold the instructions that I couldn’t understand, for setting the watch. In my mind I hold a negative impression of the company from whom I ordered the sample. Had I received this particular product from you … well, lets just say it’s kinda hard to get me interested in your product or service when you just frustrated me to no end.

Product function and instructions are two areas often overlooked that can be extremely detrimental to your marketing and promotional efforts. As a safe guard, I advocate “Extreme Sampling”.

With Extreme Sampling, instead of hoping the product works correctly — you pray it fails, breaks or otherwise would make you look like an idiot if you gave it to a prospect, client or customer. Role play with the product, use it, play with it and attempt to uncover the negatives. This includes using the product for a purpose for which it is not intended, because sooner or later, someone will.

Case in point. Several years ago a popular kids fast food chain changed the design of their coffee stirrers after it was discovered that drug addicts were using the spoon-like stirrers to snort cocaine. Not exactly the use the company had intended nor the publicity the company wanted.

Effective Extreme Sampling involves two steps. 1) Product Testing. 2) Instruction Scrutiny.

Product Testing:

Once you obtain your samples do more than “check them out” — try them out. Extreme Sampling dictates that you must use it and abuse it. If it’s a mug don’t simply hold it in your hand. Pour liquid in it and drink out of it. First time you burn your lip on the edge of a steel coffee mug that doesn’t have a plastic-lined lid — you’ll understand what I’m talking about. If it’s a polycarbonate bottle that’s supposed to be unbreakable ... throw it against a brick wall — full. Wearables? Run them through the washing machine. Imagine what the end user will and might do with or to your product — then do it. You’ll be amazed at the stuff you discover.

Crooks.indd 2 5/28/08 10:35:45 PM


Crooks.indd 3 5/28/08 10:36:08 PM

For instance, I remember a tumbler I tested. The drink hole was open but when I went to drink nothing came out. This drove me nuts for about 10 minutes. I fi nally realized that as I tipped the tumbler up for a drink, my nose covered the air hole creating an “air-lock”. The lid was too shallow. It’s not the sort of thing you discover if all you do is look at a product.

In the summer, I put plastic fl ying disks (PFD’s) in the freezer to simulate cold weather use. In the summer most PFD’s will simply bend when you bend them. However, in cold weather, many PFD’s will break, shatter and splinter into sharp pieces. Imagine a kid playing with his dog in the winter. The dog bites onto the PFD, it splinters and the dog earns a trip to the vet. Or the kid is running, falls down on the edge of the PDF you handed out. It stabs the kid when it breaks. And just because you’re using a cheap PFD as a paper plate holder at an adult event, doesn’t mean the item won’t end up in a child’s hands. Best advice? Either wrap your arms around Extreme Sampling or increase your liability insurance.

Instruction Scrutiny:

Instructions are another area of sampling that’s often overlooked. If instructions are included, you must read them. You may determine they must be rewritten to be understandable. If instructions are not included, you may determine you need to create an instruction or “about this product” sheet after you fi nish your product-testing phase.

I remember testing a travel mug that plugs into the vehicle’s cigarette lighter. The mug worked perfectly. It was winter and the mug kept the coffee nice and hot. A few days later, the mug stopped working. After messing around with it, I discovered that the in-line fuse between the mug and the lighter had blown. Reason? While there was still a little coffee in the mug, there was not enough to dissipate the heat from the mug’s heating element. The mug overheated and, by design, blew the in-line fuse.

I discovered something else when I switched cars with my wife. I returned to a freezing car expecting hot coffee. Instead I had a coffee slushie. My fi rst thought was the mug stopped working. Turns out, not all cigarette lighters or power outlets are wired to stay “hot” when the ignition is off.

It would have been nice if the instructions explained any of this. Then again, it would have been nice if instructions had been provided.

Product function and instruction issues are not issues you want your clients and prospects to fi gure out for themselves. Often, if a promotional product doesn’t work, seems not to work or frustrates the recipient, they’ll toss it and think less of you.

Expect to pay for samples but consider it an investment in your image. And when you order samples be sure and ask that any instructions that are shipped with a production run are included with your samples.

Extreme Sampling is fun. It’s also necessary if you care about the success of your promotional efforts and the image of your company. If you have an interesting Extreme Sampling story to tell, send it to me, I’d love to read about it.


Michael Merrick Crooks owns Crooks Advertising Alliance, a creative strike-force specializing in creative problem-solving. Contact him, read more of his articles and sign up for CrooksView Creative Digest at www.CrooksAdvertising.com.

Crooks.indd 4 5/28/08 10:36:29 PM

Subtle Signals That Affect MoraleBy: Megan Slabinski, The Creative Group

Assessing the cause of a decline in staff morale is sometimes simple. For example, your fi rm may have recently announced layoffs or has had so much work that employees have been asked to stay late on a regular basis.

However, just as often, it can be diffi cult to put your fi nger on why your team is not performing at its best. On these occasions, it’s important to consider the more subtle causes of declining morale — and whether you are contributing to it.

Following are some tips to help foster a more upbeat, open and ultimately productive workplace.

Don’t be a hermit.

Even if you have three major deadlines looming, try keeping your door open for at least part of the day. A closed-door signals to others that you are unavailable; worse, in times of change or uncertainty, holding meetings behind closed doors can cause uneasiness among staff.

Don’t be a grump.

You woke up, made your coffee and promptly spilled it on your shirt right before a big meeting. Try not to take out your frustrations on your coworkers. Heading to your offi ce without so much as a smile or hello to those you pass will likely cause workers to wonder if they did something to upset you. Instead, rise above your unfortunate beginning. Your efforts will keep everyone’s morale up.

Similarly, when you are under stress and a staff member approaches you with a question or concern, don’t bark at him or her. The person has no idea why you responded in that way and is likely to take it personally. If you are short with someone, take the time to explain why and apologize. You might avoid the situation in the future by letting staff know when and how (e-mail or in person, for example) to best communicate with you when the pressure is on.

Don’t vent at the offi ce.

Even if you have been working 12-hour days to complete a project on time, don’t complain to your staff. It’s one thing to say you’re a bit tired from working so hard; it’s another to complain about how the company doesn’t pay you enough for your efforts. When a manager is discontent, employees can easily become so as well. Instead of spreading negativity, demonstrate diplomacy when faced with diffi cult deadlines and the resulting long hours. Your positive attitude will set an example for employees when they are asked to go above and beyond.

Don’t be a drama queen (or king).

You had a fi ght with your spouse, and you’re still reeling from the discussion when you arrive to work. If you are close to your staff members, you might think it’s OK to ask some of them for opinions on the matter. Resist the temptation. Your personal life is just that: personal. Let friends and family outside of work be the ones to advise you on the situation. Asking employees to listen to your personal trials and tribulations may not only make them uncomfortable but also make you appear less professional.

Employees take their cues from those at the top, and your attitude can easily infl uence theirs. As a manager, it’s your responsibility to set a good example — and positive tone — for them to follow. By paying attention to the subtle signals you send, you will help create a healthier environment for both you and your staff.

Megan Slabinski is executive director of The Creative Group, a specialized staffi ng service placing creative, advertising, marketing and web professionals with a variety of fi rms on a project basis. For more information, visit www.creativegroup.com.


Creative Group.indd 2 5/31/08 3:14:07 PM

“Dude!” has been replaced as the one-word expression that covers most anything you are trying to convey. Get over it, because I had to. This whole Echo Boomer, Gen X & Y realization thing came to me the other day in the form of my three adult kids. It started with my conversation with Alex, an Account Exec for a web design company called Ambient Solutions (www.ambientsolutions.net).

Alex and I were teaming up for one of our customers and he was explaining, in simpler terms, how they approach the marketing needs of my clients by providing on-line capabilities that support and compliment the other things my company does. “Well, Dad, for this client we will create a flash page, set up response systems, automate the data, provide payment collection, build in one-clicks to other sites, review word search and landing-page strategies and allow their multi-divisions space for regional input. Plus, of course, reporting can be sliced and diced any number of ways, depending on their specific needs.” I just sat on the other end of the phone, a proud Papa and

somewhat also relieved that he evidently has no permanent effects from that time he slipped out of my hands and hit the kitchen floor.

Later that morning, my daughter, Katherine, called to catch me up on her latest work at the testing facility at Titleist and about the young pro on tour who stopped in to pick up his custom created Vokey Wedges they had built for him. She then went on to explain the scientific means undertaken to ensure that his particular golf clubs fit his swing speed, preferred grip, swing arc, pace, his height and weight and his tendencies to hook the ball at times. I was fascinated, not only that she works for a big golf club manufacturer, (‘heaven, I’m in heaven’) but that she is so into the science of sports. “So, Katherine, how about taking your old man to lunch today to tell me more about this?” I asked. “Can’t”, she said. “I have a big meeting over at R&D and we’re testing out new equipment that I will be supervising.”

By now it was almost lunch time and, not to be dissuaded, I called Joe, my eldest, to see if he could pull himself away from his retail business, Anaheim Hills Tile Supply (www.ahtile.com), long enough to enlighten me on how things are going. “Would love to, Dad, but I’m breaking in a couple of new contractors this afternoon and teaching them how to measure the tolerances for the installations and going over the other stuff.” “Other stuff?” I inquired. “Oh, you know; things like the Dye lots, shade variation, PEI scale, rectified edges and the differences between red-bodied ceramic, white-bodied ceramic, glazed porcelain and through-bodied porcelain. Stuff like that.” “Yes”, I said, trying not to sound totally out of it as a father. “I sort of figured that was what you would be going over.” “And”, he continued, “We’re getting more calls all the time for our Interior Design division.”

Dude! What happened to kick-ball, tea parties and Little League?

Our technology is speeding up and many generations are in the game these days. Now we are communicating via a world wide web that actually has no address of its own. Buyer’s remorse is showing up more in the purchase of computers than it ever did in purchasing a first home, largely because as soon as you buy there’s a new and better version ‘coming soon’. My interviews with prospective new clients used to include just professionals who were close to my own age. Now, I never know when a 24-year-old genius might walk into the conference room, dressed in baggy, low-slung jeans and a tee shirt but bringing with him the full knowledge and understanding of how to market a business. (Witness young Mr. Zuckerberg of Facebook fame with a net worth of about $1.5 Billion and who looks like he isn’t even shaving yet.)

So, here’s what you need to do. Know who your audience is and then speak their speak. Be flexible, too. Understand there are now more generations in the room than there used to be and each generation has their own style, their own needs/desires. They demand your attention. Many times, it’s the younger generations who are calling the shots now. Use and utilize the right promotional


it’s all personal | By: Dave Ribble, MAS

Ribble.indd 2 5/29/08 10:57:15 PM

item with your logo on it and placed directly into the hands of your prospects is always going to be better than relying solely on the billboard/shotgun approach by itself. There can be no doubt that there is a useful place for most every medium. However, placing your information right into your target’s hands can really up the odds they will remember you over your competition.

Is this the personal way to keep in touch with every generation out there? You bet, because one thing won’t ever change: It’s ALL Personal.

Dave Ribble is President The Company Image/Geiger, an award-winning multi-generational marketing and promotional merchandise company based in Southern California. www.TCI4Me.com and [email protected]. Look for his interview with a major manufacturer found elsewhere in this issue of Brilliant Results.

merchandise that not only fl ips the older generation’s switch but helps your business be identifi able to all those X’s and Y’s out there, too. The promotional items may not be the same for each, but that’s ok because you recognize why they have to be different.

Then, build your marketing campaign by utilizing your promotional products. Think of it this way: a useful promotional

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“Understand there are now more

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their own style, their

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Ribble.indd 3 5/29/08 10:57:31 PM


Gen X &Y So Predictable…When It Comes to Incentives. By: Arnold Light, CTC

Because we know so much about these generational groups we can predict what will and what will not touch their hot buttons when it comes to incentives. While there are differences between the two there is also much in common.

First of all Generation X& Y represent a powerful number when it comes to the work force. There are over 120 million of them combined. Briefly then who are Generation X and Y? Gen X is also affectionately known as the latchkey kids, a skeptical, non-committed group in terms of career direction. They were born between 1961 and 1981. They are culturally progressive, technically savvy and like to do things their own way.

Generation Y on the other hand and often called the Millennials were born from 1981 to 2003. It is a large group out numbering Gen X by almost 2 to 1. (77 million vs. 44 million) and are a generation raised with computers at their every turn, they are known for their tech savvy perspective on life. And much unlike the Gen Xers are career oriented and very decisive. They like lots of options and enjoy a socially conscious lifestyle

Why are these generations so predicable? Because they have so much in common and once this commonality has been identified we can design incentive programs that will strike their fancy. While there are differences in career orientation they do share some important traits. For example they are called “digital natives” giving them a sophisticated understanding of technology. Text and graphics are a bigger part of their digital world than audio and video content. What this boils down to is that they will expect more individualized communications rather than one size fits all. Therefore a primary source of communicating with them through an online, web designed incentive programs would be key. As a group they will almost always select personal fulfillment over monetary rewards. Therefore cash is not a very good motivator for these types. They seek a casual work environment with the option to telecommute and most important time off to do

Light.indd 2 5/29/08 9:12:37 PM

what they want. They seek superiors to whom they can look up to who will provide personal coaching and attention and will give them opportunities to lead, learn and grow. If they do not fi nd this kind of supervision do not expect them to stay as they have far more options and will seek mentoring elsewhere. According to HR magazine, 90% of employees give a reason other than pay as a reason for their departure. They are interactive and seek immediate feedback. This is why instant gratifi cation for a job well done must be built into every incentive program for these generations.

Eric Chester an author and speaker who talks at schools and works closely with young people has outlined eight strategies for motivating Gen X and Y.

Let them know that what they do matters.•

Tell them the truth – don’t try to pull the wool over their eyes (to • put it politely)

In order to get ‘buy in’, explain the ‘why’ of what you are asking • them to do and tell them what’s in it for them.

Learn their language – communicate in terms they understand.•

Be on the lookout for “rewarding opportunities”•

Praise them in public – make them a ‘star’•

Make the workplace fun •

Model behavior – don’t expect one thing out of them that you • don’t and won’t deliver yourself, be the example.

So when designing an incentive program and in order to connect and engage these emerging decision makers you must fi rst embrace them.

Here’s how you can design an effective incentive program and embrace Gen X and Y at the same time.

Create communication that is modern and upbeat focusing on • unique ways to deliver incentive information through a website. Provide lots of online tools to help participants learn about the program and interact.

Provide a high impact incentive such as an online reward • program with a large variety of gifts offering lots of options in all price point categories.

Deliver a work life balance that is fl exible, offers learning • opportunities, relationship with decision makers, challenging work projects, responsibility and personalized career development.

Maintaining and retaining Generation X and Y employees is well worth the effort because these individuals will deliver strong results that will affect the bottom line when properly motivated. Therefore given the predictability of the needs of these folks, a well thought out and carefully planned incentive program will pay off big!

Have a Rewarding Day.


Arnold Light, CTC, Founder of Fire and Light has 35 years of marketing experience specializing in incentive and loyalty marketing helping multinational corporations develop and implement B2B and B2C results oriented performance improvement programs. For additional information visit www.incentivesmotivate.com or call 914-397-0800.

Light.indd 3 5/29/08 9:13:00 PM


Trade Show Success Starts with Focused Objectives

By: Barry Siskind

Does this sound familiar? “We’re here because we’re here, because we’re here, because we’re here.” It’s not just the jingle we all sang when the big yellow bus pulled into the camp parking lot. It has also become the theme song for 80 percent of all exhibitors at trade shows.

Ask exhibitors why they invest in a trade show and you will hear:

“We always do this show.”“My boss thought this might be a good place to be.”“If we don’t go we will be missed.”“We’re here because we’re here ...”

Investing in a show without setting clear, focused, measurable objectives is like piloting an airplane without a fl ight plan. Without a focus for all your activities, there is no way to know if you have achieved your goal.

You must establish your exhibiting objectives before doing anything else. However, it is not as easy as it sounds. You may have confl icting goals among your exhibiting partners or you may have staff who don’t understand the value.

Objectives are the fundamental strategy of any business whether in the public or private sector. Business objectives must be set in all operational areas, including marketing, innovation, human resources, fi nancial resources, physical resources, productivity and social responsibility.

Your fi rst step is to gain insight into your department’s “basic strategy objective.” This term, coined by management guru Peter Drucker in the early 1970s, is still something that organizations have trouble grasping. Your basic strategy objective answers questions such as: Why are we here? Who are we? What is our real purpose? Whether you are examining your purpose personally or corporately, the process is crucial because it examines the core of your being and establishes the logical beginning point of your discussion of objectives.

When your company was formed, what purpose did it serve? What were the factors in place that infl uenced this decision? Once you understand this, ask yourself if that original focus still has relevance in today’s economy.

Setting basic strategy objectives is only the beginning. Unless you take the important next step—setting a clear direction on how to transform intentions into actions—basic strategy objectives will never be achieved.

Your marketing plan answers the question, “How do we communicate our intentions to those who will benefi t from its message?” You have many traditional choices, including print, television, radio, packaging, direct mail, telemarketing, billboards, fl yers, brochures, the Internet, seminars, community initiatives, sponsorships and of course, exhibitions. Each marketing tool has its strengths and weaknesses. Each must be examined and chosen carefully to ensure that your message reaches its intended audience.

Exhibits hold a special place in the marketing mix. Doug Ducate, CEO of the Centre for Exhibition Industry Research, has referred to exhibitions as “the last vestige of face-to-face marketing.” While many marketing tools are face to face, exhibiting is a magnifi cation of the process. At a well-chosen event, you can reach more people in a shorter time than all the other tools combined. Answer the following questions to determine if exhibiting fi ts into your company’s marketing plan.

siskind.indd 2 5/30/08 8:13:39 PM

“

”

Why do we want to meet the public face to face?•

Do we have the resources to do it properly?•

What return do we expect from the exercise?•

How does face-to-face marketing reinforce our overall • marketing plan?

How does our overall marketing plan complement the • basic strategy objective?

As a result of answering these questions, you may learn that your exhibit program has more than one objective. At this point it is important to look at each one. You might discover that not all objectives can be satisfi ed at all shows. In your show selection you may now choose some shows to satisfy objective A and other shows to satisfy objective B. While it’s possible to get more than one result from a particular show, with a diversity of visitors attending, the most likely outcome is that you will have to attend different shows to achieve different objectives.

As if things were not complicated enough, we now look at exhibiting objectives on three separate levels: corporate, departmental, and individual.

Your corporate objective will dictate the overall look and feel of the booth and the message it conveys regardless of the number of internal partners that share the same space. When visitors approach a well-known exhibitor, they recognize the name or brand. Reference to individual departments at this stage can lead to confusion. For example, if you are IBM with forty or fi fty different departments, your public knows your colors, and your corporate logo. At fi rst glance, the difference between one department or another is irrelevant. Now here is where you have a delicate balancing act. Your objective at this level is corporate, but it must also be show-specifi c. While the corporate identity is crucial, it must also answer the question—What is IBM doing at this show?—which brings us to the second level of objectives—departmental objectives.

These are the ones that each department has to justify their investment in the show. Such objectives are often focused on a specifi c product, service, or industry need. Whereas IBM has a corporate brand to support, individual departments have their own focus. There are over 100 reasons that satisfy corporate and departmental objectives.

The third level of objectives is individual. Often your booth staff will look for opportunities for personal growth. Remember, staff will want to know what’s in it for them. There are other ways to get leads than working at a show. Some staff come to shows feeling resentful about being pulled away from their territories, their regular jobs, or their families. Spending the time to fi nd objectives that help your staff grow as individuals goes a long way toward creating a positive experience for them.

Once you have identifi ed your real reasons for your exhibit program you can develop performance criteria that will give you answers to the crucial question...Am I getting value for the effort?


Barry Siskind is North America’s foremost trade and consumer show expert and author of The Power of Exhibit Marketing. He is president of Toronto based International Training and Management Company. Contact Barry at [email protected] for more information.

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siskind.indd 3 5/30/08 8:14:03 PM


Getting What You Want from OthersBy: Ed Rigsbee, CSP

Getting what you want from others is easier than you think. I believe the single group of people, which do the best job of getting what they want from others, is children. Children are cute, persistent, and frequently down right demanding. And this works for them. However, for adults, there is a different set of rules. Apply the rule of delivering value fi rst and getting what you want is so much easier.

Cute

While playing the big sad eyes card worked well with your parents, it does not fl y with very many other adults. While there is an exception, I would be accused of being a sexist if I went down that path — so I’m not going there. An adult approach to cute is sincerity — which, by the way, works quite well.

Persistent

When a child wants something, he or she is singularly focused on obtaining that which they desire. Constant asking, whining, and temper tantrums are standard operating procedure. For the most part these are somewhat tolerated at some level. But, when an adult tries this they are shut down immediately. Children get away with only being focused on their needs but adults must focus on the needs of others.

Demanding

Children can demand, your boss can demand, and sometimes your spouse can demand — but, that’s about it. Demanding is usually a dead-end street. Rather than going up against a brick wall, adults have to search for the soft underbelly in getting what the want. Adults have to be very aware of the needs of others.

What’s an Adult to Do?

Since adults have to stay focused not on what they want but rather the needs of others, how do you get what you want? My fi rst recommendation is to make relationship bank deposits before you attempt withdrawals. Here is an important caveat; each time you do something for another person, regardless of the magnitude, it’s still only one point in your relationship bank account. A whole bunch of little things generally adds up to more than one big thing.

Ask for It — Nicely

A friend that passed away many years ago would continually remind me of the three great words that will change one’s life: ask for it. However, he left out that the magic is in how you ask — that’s my addition.

1. Reframe your request so it appears to serve the other person. Let’s face it; if I think something is going to serve me, I’m more inclined to do it. Most people are that way too.

2. Launch your request in the realm of reality. If you ask for the impossible, there is no room for discussion. Have an understanding of the request compliance range (authority) a person might have.

3. When you make a request of another, do so from the window of what you absolutely need, what you’d like to have, and what would really fl oat your boat. Giving the person choices makes it easier for them to comply.

4. If you want something from another person, fi rst tell them what you can do for them. Hearing what you can do for me always puts me in a more pleasant mindset; resulting in an increased willingness to help you.

5. Sincerity in requesting something of another is far superior to the Machiavellian approach. Sure, you can do a snake oil sales pitch, but today most people see right through it — yes, I know — there are exceptions.

Sincerity

In my half-century, plus of attempting to get what I want, I have found the most productive method to be sincerity. Couple a truly sincere approach with the other four above points, and getting what you want from others becomes less cumbersome of a task. Surely it’s better than screaming?

Ed Rigsbee, CSP is the author of PartnerShift, Developing Strategic Alliances and The Art of Partnering. Rigsbee has over 1,000 published articles to his credit and is a regular keynote presenter at corporate and trade association conferences across North America. He can be reached at 800-839-1520 or [email protected]. Visit his Partnering University Web Site at www.rigsbee.com.

Rigsbee.indd 2 5/29/08 10:53:43 PM

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You Emailed

What!!!?By: Jeffrey Dobkin

Yeah, I got your email yesterday.

I get everyone’s email, at least that’s the way it seems…500 Messages a day. Including, ahem, enlargement products, low mortgage rates, sex from Russian women who are lonely, free money from the Prime Minister of Nigeria, Via*ra stores, a whole barrage of messages in Spanish which I don’t speak, and now in alphabets I can’t decipher.

Yes, I’m sure I received the email from you, but just refresh me — what was it about?

Isn’t it the same on your computer? Thousands of pieces of information showing up in electronically charged ions every day? When do you get the time to read it all? You don’t. So, here’s the problem:

Computer overload. Too much computer crap: too many emails. I haven’t got that much time. Everyone is taking precise aim right at my CRT (whoa - cathode ray tube, remember that? Or am I dating myself — which wouldn’t be a bad thing, as I’d have something to do this Friday night). Frankly, I’m out of computer screen time. Or is it just me? And more bad news: Until I fi gure out a way to get my computer into the bathroom, it’s likely to stay that way.

But there’s good news, too. You don’t have to send everything by email.

Because you can send your clients a letter... Remember them? Letters are always well received and nice letters are really, really well received. Email = ugh not another one, how fast can I deal with this and get it off my screen! Letter = hey — I got a letter!

Come on, admit it — you like to get letters, too. The nice letters can sit on your desk; you can reread it at your leisure and smile. Go on — take it into the bathroom, I’ll wait.

Sure, email is great if you need to supply a fast quote by the end of the day. It’s an emergency vehicle. But if it’s important, even that should be followed up by a letter. Yeah, a real USPS-delivered letter…a confi rmation letter.

Emails, websites, searches and results; everything on the web is a victim of your now crucially limited time staring at it on your computer screen. And after the briefest of looks, it’s gone from your screen, gone from sight, and you know, out of sight out of mind.

But a letter…a real letter? Wow. I can send you a letter and it can sit on your desk for days (or around here — months). All the while reminding you how much I care about you as a client and a friend. Reminding you I took the trouble to sit down and compose it and actually write something intelligent out, in proper English, using capitals and without spelling errors, fi nd an envelope and a stamp (no simple task around here, either), address it and stop at the post offi ce to send it to you. Yeah, it was that important.

When you get right down to it, an email is a brief note that is always a nanosecond away from the delete button, while a letter is a permanent work that can stick around forever.

A letter can be your showpiece of fi ne linen stationary, handsome logo and well thought out, well phrased wording that has the permanence an email always lacks. Traditional letters are always ready

dobkin.indd 2 5/29/08 11:01:33 PM

to be passed around the offi ce, shown to colleagues — for them to touch and see: it’s a real document, with your personal signature right there on it.

Unlike emails, when a letter is fi led away it’s always at hand. I’ll bet you 2 to 1 that you can put your hands on an old letter you received 6 months ago. Even though it wasn’t that important when you received it, it went through an easy-to-fi nd fi ling system developed by the gods 4,000 years ago. But that email you got last week? That’s different.

Where old messages go to die…

I have this huge fi le on my computer called older mail. It’s where old messages go to die. On a good day, they received the briefest of looks; too bad I wasn’t ready to deal with the matter at hand at that time. Then, 500 more came in. On a bad day, they all went directly to the spam fi le or the “Older Mail” folder unopened — to be viewed sometime between later and never and just wound up trashed with all these other messages facing similar fate: death by distraction. Someday I’ll look through them all again…all ten million of them… Yeah, right. Do you keep telling yourself that, too?

Reality check: does your communications policy match your customer’s expectations? That’s just not good enough, is it? In today’s tough selling environment — it should exceed expectations. Don’t you think you should strive for a more lasting impression than a brief email?

Bottom Line Marketing…

So here’s what I’m saying: Other than an emergency message or a quick quote, don’t be too fast on the trigger to dash something off so nonchalantly in an email, or worse — blow someone off to your website* to hunt for information. Make customers and prospects feel special: show real customer care by sending a letter. An email campaign isn’t going to match what you can do with a letter or a series of letters. In fact, the best marketing program you can create is with a series of letters. But, that’s another article. Any questions?

*I know you just wanted me to go to your website and… and… what? Look for information you could have told me in 30 seconds? Blow me off like the phone companies to sludge through all that advertising crap of ‘how great your customer care is’ on your site — to fi nd that teeny tiny tidbit of relevant information I need that’s only 6 clicks deep if I knew where to look. Really? I wasn’t going to tell you this but BTW, your website? It sucks. Yeah, I know you worked hard on it, and it was expensive… but it really isn’t all that great. Because I just left the Amazon site, the L.L. Bean site, CNN, Time, and Yahoo sites — right on my computer; and then I saw yours: and quite frankly it doesn’t really compare. When your clients are on the web, there are 80,000,000 other sites competing for their screen time, too. How good is your website now?

Jeff Dobkin will now take your questions. Visit www.dobkin.com. Write him at [email protected] Jeff is a funny speaker with an intense message of how to increase response and keep customers longer. And he’s a copywriter specializing in direct-selling letters, response driving print ads and compelling web content. He has written 5 books on direct marketing and humor.


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Why We Don’t TalkCommunication is the greatest and perhaps least-used tool we have to connect with our teammates. Here are ten reasons why we don’t talk and how to make a correction when necessary:

Actions that you don’t agree with can be conversation stoppers. Talk 1. about what you’d prefer and try to fi nd some balance and a way for you to get more out of what’s going on.

If it’s a diffi cult topic, to avoid hurting someone’s feelings, it’s best to 2. share your insights gently. This will also help you resolve things more easily. Be clear, be concise, and be kind.

Successful leaders assign different areas of interest for team members 3. to remain informed on, so they can share what they’ve learned with their co-workers and have fodder for new ideas.

Upon occasion, we believe we’ve had a conversation with our co-worker when what actually 4. happened is that we thought about the conversation instead of having it. Check with your teammate before you jump to the conclusion that you’ve already discussed the subject.

Some people are too lazy to want to engage in conversation. They’d rather hang out at their desk or 5. the break room instead of using their minds to connect with the team. These folks can actually do damage to your team and bring down morale. Have a talk with them.

There are times when even the best conversationalist will be too tired to put words together. Being 6. too exhausted to talk is something you may experience at times. If this happens, just tell your teammate that you’d like to chat about this later. And make sure that you’re the one who brings the topic up again.

Don’t try to be a mind reader. You may think you know what your co-worker is going to say, and 7. so you don’t bother bringing it up. This type of behavior is a recipe for misunderstandings and mistakes. Just say the words and avoid the problem.

Eavesdropping is an unreliable way to get information. Just because you think you’ve heard 8. something doesn’t mean you got it right. Check it out before you get offended or clam up.

Unhealed anger will cause almost anyone to withhold conversation. If you’re mad at someone you 9. work with, tell him or her and get it out, so you can get back to normal. If you need to, bring a third party in to mediate.

If you’re a busy person, you might not think about taking time out to talk with those you care 10. for. Make sure that your life doesn’t take away from your love. Check in on a regular basis. The conversations don’t have to take long; they just have to take place.

Take every opportunity you have to connect with the people you work with and those you care about. The easiest way to do that is to talk with them.

For more than two decades Fortune 500 companies, educational institutions, and government organizations worldwide have relied on Dr. Barton Goldsmith to help them develop creative and balanced leadership. He is a highly sought-after keynote speaker, business consultant and author. His columns appear in over 500 publications, including the Chicago Sun-Times, the Detroit News, and the Los Angeles Business Journal. Considered an expert on small business, he has spoken worldwide to groups of 10 to 5,000, and is in high demand for Keynotes, Training and Consulting. He may be contacted through his web site www.BartonGoldsmith.com.

passionate leadership | By: Barton Goldsmith, Ph.D.

Passionate Leadership.indd 2 5/29/08 9:14:01 PM

www.displaysolutions.net

Recruiting, Instore Displays, TradeShow Booths, & Onsite Events

asi/36558

800 • 467 • 1996www.displaysolutions.net

• Display Logo Tablecovers• Digital & Screen Print Logo Graphics

• Back Drops, Banners & Stands• Directors Chairs (Stock Program)


essentials

Global recognition solutions.Engage employees everywhere

with incentives that inspire strong

results. Call 800.765.4438 or

visit HallmarkInsights.com.

WE CAN HELP YOUR COMPANY BUILD A CULTURE OF SUCCESS IN ALMOST ANY CULTURE.

© 2008 Hallmark Insights. All rights reserved.

M E A N I N G F U L . M E M O R A B L E . M E A S U R A B L E .

Lanyards for all occasions!

ASI 88060

Health and Beauty Products!

SnugZ - Ad.indd 1 4/24/08 3:43:38 PM

Recruiting, Instore Displays, Trade Show Booths,

& Onsite Events• Display Logo Tablecovers• Digital & Screen Print

Logo Graphics• Back Drops,

Banners & Stands

• Directors Chairs (Stock Program)

800 • 467 • 1996

June Essentials.indd 2 5/31/08 2:43:05 PM

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Supplier Page No.

3M® ........................................................................................ Back Cover

Aprons, Etc. .................................................................................3, 45

Brilliant Publishing .......................................................................11, 31

Display Solutions by Aprons, Etc. ....................................................45

Evans ................................................................................. Inside Back Cover

GROLINE ...............................................................................25, 37, 43, 47

Hallmark Insights .........................................................................7, 45

The Motivation Show .....................................................................19

Nike ................................................................................................5

R.S. Owens & Company .................................................................45

Snugz ............................................................................................45

Sonoma Promotional Solutions ......................................................45

Warwick Publishing ............................................................ Inside Front Cover

advertisers’ index

Free Product Information | June 2008 Issue

For free product information from these suppliers, please complete and mail this page to:Brilliant Results Magazine, 9034 Joyce Lane, Hummelstown, PA 17036

or fax to (717) 566-5431

Please circle items of interest.

Name Title

Company Industry

Address City State Zip

Phone Fax E-mail

™

ad index 46.indd 2 5/31/08 7:03:36 PM

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David GoldfarbMarketing Manager | Evans Manufacturing www.evans-mfg.com

Editor’s Note: In the promotional merchandise sector, knowledgeable Distributors present Suppliers’ products to End-Users. Dave Ribble, a well-respected Distributor in the industry and President of The Company Image conducts the supplier interviews featured in this section.

This month Brilliant Results had the opportunity to interview David Goldfarb, Marketing Manager for Evans Manufacturing, a major supplier to the promotional products industry. David is one of those rare California natives, attending UC San Diego and receiving his MBA from Pepperdine. A 14-year veteran of this industry, David has served Evans for almost half of that time, after working both on the Distributor and Supplier sides of the business. His supplier experience started in the marketing department of Barlow Promotional Products, where he saw the growth of worldwide communication beginning with overseas faxes (now that seems like a lifetime ago!) and developing into a proliferation of e-mails with the outside world. He and his wife and their 3-year old daughter Rylee enjoy living in Redondo Beach and taking long walks on the strand.

BR: There is a difference between being an actual manufacturer and a company that just imprints/decorates items made by someone else. Describe how Evans does what it does.

DG: We are an actual manufacturer and decorator and one of the few that can say that in our industry. Our manufacturing facility consists of cells that specialize in specific product categories that are responsible for the complete process from start to finish – from molding to assembly to printing. Think of it as one of the most efficient systems around: we mold to order and our flexibility allows us to move quickly on orders.

BR: What are the major challenges for your manufacturing company?

DG: Rising oil prices, the economy and competition. Raw plastic comes from oil, so our material costs have continued to rise dramatically. Transportation costs have persistently increased for both receiving our raw materials and sending out free samples and catalogs. The economy is the unknown factor, yet we are experiencing solid growth this year.

BR: The way our industry is set up, Distributors are called upon to represent you to the end-users. Many of the readers of Brilliant Results are those end-users. What would you like to say to the end-users, the ones who may decide to utilize what you offer?

DG: 80% of our products are proudly ‘Made in the USA’. We strive to design unique products that are practical, well designed and are aesthetically pleasing. We are also an award-winning company recognized by our industry distributors for our service with the 2008 Supplier Star Award. Our focus on service and responsiveness is at the core of our operation. We are not a stagnant company, either. We continually reinvent ourselves by making improvements, changing and upgrading our processes.

meet the manufacturer

Meet the Mfg.indd 2 5/30/08 6:35:09 PM

BR: This particular issue is about ‘Marketing to Different Generations’. What can you share with our readers regarding the products your company represents along this theme?

DG: It is interesting. 77 Million Boomers were followed by 80 Million Echo Boomers, so Evans has been tracking things for a long time, in terms of coming to the table with useful items for different generations. Kids eat snacks, but so do their parents and grandparents. But, what else can we create? In the last few years, we’ve developed healthcare & household products that will meet these demographics’ needs in the future. For example, some of our recent healthcare products that benefi t the “baby boomers” have been the #3597 Foil Pack Pill Opener, #3568 Daily Push-it Pill Dispenser™, #2480 Desk Magnifi er, and #3571 AM/PM Press-it Pill Dispenser™. Our #1360 Multi-task Opener is benefi cial for the older generations. This durable 4-in1 tool is a perfect tool to assist in opening products, especially with the onset of arthritis.

BR: Case History?

DG: One of my favorites involves the Paw Keep-It Clip (#425). A school was looking for a refrigerator magnet to give to parents that would be able to hold school notes or a student’s homework. The school agreed to do 1,000 pieces of yellow Paw Keep-It Clips with a black imprint – Lexington Elementary, school’s Lion mascot and GO CATS! at the top and “What I Did Today”. A magnet was placed on the back to allow the product to function as a refrigerator magnet and the clip would then hold the school notes and could be used to reseal bags of potato chips, too.

BR: What do you see happening in your company in the next 5 years, in terms of new products, Eco-friendly products, where the marketplace is headed, etc.?

DG: I expect to see a proliferation of “Eco-friendly” products in the industry and a better defi nition for “green” products. Everyone seems to have different translations of what that means, and we think the lines of clear defi nition of this will be forthcoming. Evans will play a role in this.

BR: Folks like to know what else is out there they may be also interested in. To that end, share with us what books you are reading.

DG: (Laughs) I am usually reading about 5 books a night. My favorites include Moo Moo Brown Cow, Night-Night Emily, Brown Bear Brown Bear What Do you Hear? McDuff Moves In and, of course, David Smells! (or any of the books from that series). Yes, you guessed it – I have a young daughter, Rylee, who just turned 3 last week.

BR: Thanks for joining us for this issue of Brilliant Results magazine. Anything else you would like to share with us?

DG: Evans’ products, as with most promotional products, are a great medium to get your message across. Most of the products we manufacture are used daily, weekly or at least monthly and the advertisement is seen multiple times for many years. Promotional products are fantastic marketing tools that offer the best value when compared against other advertising mediums and Evans is right here to help.


#3571 AM/PM Press-It Pill Dispenser™Contemporary AM/PM pill dispenser design has push-button center that rotates medicine chamber to proper day. Dispenser cover detaches for easy refi lling.

#3595 Primary Care Pill Cutter™Two rounded compartments provide convenient storage and easy scooping of pills. A unique safety blade allows safe, accurate splitting of tablets or caplets.

#425 Paw Keep-It Clip™Perfect for school spirit promotions, veterinarian clinics, animal shelters or any pet project. The clip provides “pawsi-tive” name recognition, as it tightly seals food bags or neatly organizes coupons and papers.

#425 Paw Keep-It Clip™

#3571 AM/PM Press-It Pill Dispenser™

refi lling.

#3595 Primary Care Pill Cutter™

#2480 Desk Magnifi erPowerful 3X magnifi er is easy to handle. A magnifi er that is convenient to use on a daily basis forthose needing reading assistance.

Meet the Mfg.indd 3 5/30/08 6:35:29 PM

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off the cuff


Editor’s Note: Since it is the beginning of the summer vacation season, Briliant Results hopes you enjoy the following humorous food for thought!

2 Corporate LessonsCorporate Lesson 1

A sales representative, an administration clerk, and the manager are walking to lunch when they find an antique oil lamp. They rub it and a Genie comes out. The Genie says, “I’ll give each of you just one wish.” “Me first! Me first!” says the administration clerk. “I want to be in the Bahamas, driving a speedboat, without a care in the world.” Poof! She’s gone. “Me next! Me next!” says the sales representative “I want to be in Hawaii, relaxing on the beach with my personal masseuse, an endless supply of Pina Coladas and the love of my life.” Poof! He’s gone. “OK, you’re up,” the Genie says to the manager. The manager says, “I want those two back in the office after lunch.”

Moral of the story: Always let your boss have their say first.

Corporate Lesson 2

A crow was sitting on a tree, doing nothing all day. A rabbit asked him, “Can I also sit like you and do nothing all day long?” The crow answered: “Sure, why not.” So, the rabbit sat on the ground below the crow, and rested. A fox jumped on the rabbit and ate it.

Moral of the story: To be sitting and doing nothing, you must be sitting very high up.

Summertime Quotes:

“Rest is not idleness, and to lie sometimes on the grass under the trees on a summer’s day, listening to the murmur of water, or watching the clouds float across the sky, is by no means a waste of time.” — John Lubbock

“People don’t notice whether it’s winter or summer when they’re happy.”

— Anton Chekhov

“A perfect summer day is when the sun is shining, the breeze is blowing, the birds are singing, and the lawn mower is broken.”

— James Dent

off the cuff.indd 2 5/30/08 8:52:32 PM


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Put Your Brand on an American Icon

Instant recognition. Instant familiarity. Instant confidence. Put your message on a Post-it® Note, and it instantly takes on more significance. In two decades,

Post-it® Notes have become an indelible part of American culture. And the enthusiasm around them keeps growing. That’s because Post-it® Custom Printed Products are ideal for everything from creating

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For more information, please contact your 3M Promotional Products Distributor.

1-877-863-6961 or visit www.3M.com/promote


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