White paper 2015, post-recession business development

Business Development -- Page 1

© 2015 by John Fox, all rights reserved—may not be reproduced in any way without Author’s express permission.

Business Development in the Post-Meltdown Economy

A White Paper Prepared by John Alan Fox, Writer and Educator

Publisher of Honesty Today, Hope for Tomorrow

[email protected]

801-755-8874

March 2015

http://foxmancommunications.blogspot.com/p/honesty-today-hope-for-tomorrow_17.html

mailto:[email protected]



Summary

In today’s post-meltdown business climate, what channels will a firm need to master to breed

profitability and growth? What should be avoided? How does marketing drive selling? How

does service affect retention? What about internal clients? Does an integrated strategy impact

branding, training and team buy-in? Finally, what role will the growing female market play in

2015 and beyond? Read this white paper for strategic recommendations and conclusions.

****



Brief Introduction

Letter from the Author

Greetings,

With years of experience in a diverse marketplace from entry level to director, I am pleased to

share these ideas. They are neither untested theories nor narrow dogmas. Rather, consider me a

veteran of countless communications campaigns with a track record of more wins than losses.

My hope is that you will find one or two immediate takeaways. If so, please remember me and

think of me when the opportunity presents itself.

Who am I? A writer and educator focused on the missing dimension in business, currently

seeking a new role. With a leadership background in corporate customer service and publishing,

disaster restoration and as a marketing coach to financial professionals, resulting in 300%

divisional growth, 89% client retention and less than 1% errors, much first-and experience

supports what you will read, as well as secondary research.

As you read, I request that you review all the Exhibits, footnotes and citations. Your time will

not be wasted.

Any errors are mine, as are any extraneous typos I may have missed.

Thank you for your time and consideration.

Sincerely,

John Fox

PS – after reading, if you know of a firm who needs someone like me, I would value the

introduction.



Contents

Overview and Purpose Page 5

Client Marketing Page 7

Prospect Marketing Page 14

Mass Marketing Page 16

Exhibit I Page 18

Exhibit II Page 19

Exhibit III Page 20

Exhibit IV Page 25

Exhibit V Page 27

Additional Reading Page 28

References Page 29

What a Transformational Experience Looks Like Page 33

About the Author Page 38

Citations Page 39



Overview and Purpose

This paper’s purpose is to showcase proven ideas and is shared so readers will find one or to

takeaway points to help them in their individual roles. Please see Exhibit I for Important Terms

used throughout this white paper.

John Alan Fox (hereinafter the Author) witnessed a steady erosion of consumer confidence for

several years leading up to the implosion of the housing and credit bubble in September 2007

and the subsequent meltdown of 2008-2009 and Great Recession. Ethics related articles were

published by Author during same period, as well as messaging to financial services clients. For

an example of how Author warned about this in marketing communications, see Exhibit II.

Corroborating client frustration and neglect and the need for relational marketing and client

retention, JD Power Associates issued its 2009 Client Satisfaction Survey – as the graph

illustrates, during 2009, unbelievably client neglect rose sharply. Hard dollars and emotional

currency evaporated. Is there a correlation?

Now into 2015, continued underemployment, combined with geo-political and economic

pressures are driving the need for a different approach. An increasing jaded and educated

consumer base is tired of lip service given to customer service. As we go, we intend to show that

this goes far beyond merely external clients.

All too often, firms pigeon-hole themselves into a sales only brand which is further corroded by

lack luster service. Firms can also be saddled by a “one-pop” business model which seemingly

provides little or no re-sale opportunity. Further, the marketplace is caustic and is increasingly

mistrustful. This includes a rising number of potential female buyers – please see Exhibit III.

Trust has been lost. A lack of ethical respect for the client has exponentially skyrocketed.

Unconscionable neglect has run rampant. As a result, business has been lost, market share has

shrunk and firms have downsized. Why? Too many factors fall outside the educational

background and professional skill set of this Author. Yet in his area of expertise he asks, “Is

there an answer?” Without equivocation and without hesitation, he shouts, “Yes!”

Client satisfaction (Up another 25% over 2008!)

(Worst downturn in decades)

(Is there a connection?!)

Client neglect

2007 2008 2009 2010 2011 _



Just as a marital relationship can be salvaged and turned around by correction of underlying

problems, a return to The Golden Rule can breed respect – and trust, which is the missing

component in today’s business climate. 1 Trust can be restored but only with time.

*

Relational marketing based on The Golden Rule means the prospective client enjoys a seamless

experience from the first piece of literature through the sales process. Further as a client, this

drives all dealings with service fulfillment personnel, even down to billing or handling

complaints. This is called Integrated Marketing Communications.

Comprehensive re-branding and continuing education accomplish this objective with a focus on

the unique value proposition of a firm. This proactive client management approach begins with

internal clients. It then ripples outwards. It opens the doors for clients to return and for repeat

business and qualified referrals. It also leads to systematic prospect management. In time, this

eliminates archaic marketing channels and increases client loyalty. It is a win-win for external

clients, internal clients and of course, the firm wise enough to implement and conduct business

by this philosophy “Charity begins at home” as we will begin to see in the next section. †

While not having all the answers to this scenario, Author does have insights based on

professional experience. Accordingly, this White Paper is prepared with the hope that Author

will be retained to help implement these recommendations. Be sure to check out blog links for

additional details.

* The concept of trust was discussed in The Three T’s of Marketing by Author – published in July 2009 by

Cleaning & Restoration, Vol. 45, No.10, published by RIA, similar citations throughout

† This idiom suggests family members are more important than anyone else, and should be the focus of one’s efforts,

http://www.usingenglish.com/reference/idioms/charity+begins+at+home.html

http://www.usingenglish.com/reference/idioms/charity+begins+at+home.html



1. Client Marketing Channel

This is the longest part of this White Paper showing that effective marketing should always start

with one’s clients. This is based on the proven ancient adage “Charity begins at home.” Sadly,

many neglect this channel and never enjoy the growth and stability from this business model.

From 10,000 hours coaching and learning from thousands of clients, and coupling that data with

personal surveys to his client base, Author developed this standard rule of thumb: nurtured

clients will have the highest response rate of the three silos covered in this paper as follows:

To corroborate this, Author paid Survey Monkey to conduct a survey on his behalf in December

2009. The group surveyed was 54 former clients (out of 125) who had voluntarily contacted this

author. The findings were staggering:

Based on personal experience, Author teaches how to consistently enjoy this response. ‡

‡ Typically this takes 3-4 waves in order to gain this total, as was true in this Author’s case. Typically the initial

results from Wave #1 will initially be 15% and upwards until the 20-25% is reached before resorting to Wave#2.

The overall response rate from Author’s former clients exceeded 70%.



Client Marketing, continued

Of Author’s previous client base,

Close to 40% maintained 2008 revenue or grew – given the recession of 2009,

that in itself was meaningful.

Of personal satisfaction, 82% expressed “high satisfaction" with Author’s phone

coaching sessions and is further bolstered by a six year track record of 85-89%

client retention.

Research suggests it is possibly ten times more expensive to create one new client. 2 Further,

this Author can make a compelling case that one new client can cost a minimum of $2000.00.

The following is a comparison of dollars spent on marketing that result in one sale:

To illustrate this, many firms will spend thousands of dollars on expensive marketing channels

such as mass mail and yet ignore the most profitable channels. Notice:

Mass Mail

List

Response

rate

Number of

respondents

Appointment ratio,

1 in 10

Sales ratio,

1 in 2

$2000.00 1% 20 2 1

For this example, mailing costs are rounded off to $1.00 per unit. Thus the initial cost per client

is $2000.00 for mailing to a list of 2,000 names. * This does not take into account follow-up

mailings to the respondents, internal fixed costs or wages. In reality the cost is much higher and

in reality, the actual response will be less than 1%. §

§ Keep in mind: done monthly for a year, this = nearly $50,000 – a horribly expensive way to grow any business.

Several clients during 2009 experienced rates as poor as 5-6 responses out of 10,000 mailed which is .06%.




Notice what this scenario looks like:

If a firm reallocates those same marketing dollars as previously illustrated by Author,**

one can

envision this hypothetical example based only on 100 clients:

Client

Marketing

Response

Rate

Number of

respondents

Appointment ratio,

1 in 5

Sales ratio,

3 in 4

100 20% 20 4 3

In actuality, this response is possible but only if the firm is liked and trusted by the client buyer.

This is what this Author calls organic growth or repeat sales. The appointment ratio will likely

be 1 in 4 and the close ratio will likely be 8 or 9 in 10. This is merely a conservative example of

what to expect where, after nurturing one’s relationships, a firm can expect a much higher rate of

return from the Client Marketing Channel than from other methods. For a fraction of the

previous costs, a firm can actually see triple results. This Author can help train sales and service

teams to work in harness using this technique to achieve similar results.

Further, if a firm allows for the reality of The Pareto Principle, ††

i.e., that 20% of one’s

business comes from 80% of one’s client base, then the following hypothetical example is not far

fetched based on the same 200 client. It has been this Author’s direct experience in coaching

clients that this client nurturing technique works and will produce over a year a minimum of 3-5

referrals. Using an average of 4, with a scenario of the same 100 clients, we can postulate 20 top

clients with the following referral ratio:

**

See article published March 2009 by Author entitled How to Promote Referrals, Cleaning & Restoration ††

See article published February 2008 by Author entitled 80/20 Thinking, Cleaning & Restoration

High costs, low ROI!




Top

Clients

Referrals

given

Total

referrals

Appointment ratio,

1 in 8

Sales ratio,

1 in 2

20 4 80 10 5

Note #4: whereas the typical “cold prospect” may have an appointment ratio of 1 in 10 or higher,

a true referral has a shorter life cycle due to what this Author calls borrowed trust. Accordingly,

the appointment ratio can be anywhere from 1 in 6 to 1 in 8. The conservative figure still shows

that it is far cheaper for a firm to keep its client base and thereby can create new clients for less.

The best way to accomplish this is to have a 360 degree plan in place:

1. Once each year, perhaps near the end of the 4th

Quarter, one’s valued internal

clients need to be surveyed on their views of how they feel treated – this will

drive external client satisfaction. A paid annual employee appreciation event and

a paid brain storming activity also away from work should also be planned for.

2. Once each year, in the 1st Quarter, one’s valued external clients should also be

surveyed as will be shown on the next page.

3. It may be helpful to use a neutral outsider for to put these together for a balanced

view. Author has experience in this realm.

1st Quarter – each year, every firm should conduct a data gathering exercise to survey clients in

report card fashion to discover what clients like, do not like and would consider buying. Couple

to a phone campaign, to notify each client of the survey. Firms can do this in two ways:

Via email with a link to Survey Monkey – allows for neutral feedback

Via mail with a brief letter, survey and self addressed stamped coupon

Note, this data gathering may require two-three repeats in order to contact 70% of firm’s client

base, to then collate the data and extrapolate takeaway data and finally, to then implement any

changes. This can take all of 1st quarter. This should also be coupled with a Thank You message

sent to each recipient as well as something tangible to pay each recipient for doing the survey.

Additionally send an initial follow-up letter announcing that the survey is being scrutinized and

results will follow.

2nd

Quarter – after analyzing responses, 2nd

follow-up letter announces what was learned. A

calendar can easily be planned which should allow for 6 holiday or feel good messages and 6

educational messages; further, based on input, plan for educational events to held during the

year. Include a calendar of proposed events with the letter. Consider having this laminated and

mailed in a large manila envelope. All this can guide into planning an effective marketing

calendar for the calendar year. This educates each client via some type of monthly marketing

piece. This is for relational nurturing and brand awareness.




3rd

through 4th

Quarter – in additional monthly messages, proactive client management also

includes the need for saying “Thank you!” with no strings attached. Here are thoughts:

A outdoor summer event – if a firm’s client base is too large, consider spreading

these throughout June through September

An indoor event at Thanksgiving is critical for honoring one’s top clients

If clients are too spread out, consider pre-paid $10.00 to defray costs; further,

consider a small gift card based on the client’s interest – of course, the firm needs

to gather this data and have access to this in its CRM

Additionally, research dating back to Dale Carnegie suggests that honoring clients

on their birthday is a proven marketing strategy. ‡‡

This author further suggests

that the same would be applicable for wedding anniversary dates based not only

on Carnegie’s success with birthdays but also on the timeless principle of

practicing the way of honor to each person as Carnegie taught.3

Holiday marketing falls in this point: it needs to be a blend of the firm’s vision as well as

honoring its clients as the authors of Raving Fans taught. 4

Finally notice two oft overlooked aspects to client management that are critical to success in

today’s climate: successful female marketing, the role of personality and generational awareness.

Let’s briefly see why.

1. The rising female segment – here are some facts:

Represent 50% of the population Hold more than 50% of jobs in the workplace Are starting more firms than men

Are sticking with college and graduating more than males As of 2010 control 60% of the wealth in the United States

Even though this affects marketing and selling to new prospects, this is critical to

client management. It is included here precisely because of the recession. In

2008, this Author targeted a female audience, receiving the highest response in

the shortest time of his career: 60% in 8 hours. The lessons learned were so

stunning that this Author published them in March 2009. It contained an age old

truth that no firm can afford to ignore: men do not understand women. §§

‡‡

How to Win Friends and Influence People (1936, 1981) Pocket Books, New York, Pages 60-61 §§

See article published March 2009 by Author entitled What Men Don’t Know! Cleaning & Restoration, http://www.ascr.org/files/Sell2WomenC&RMar09Teaselow.pdf

http://www.ascr.org/files/Sell2WomenC&RMar09Teaselow.pdf




Part of any firm’s success or failure in today’s business world could easily be

predicated upon how well male sales and service people understand marketing

and selling to this growing 21st Century market segment. Because this Author has

enjoyed unusual success coaching female clients, and due to life changing

experiences in coaching and being coached, he has made this one of his main

focuses in working primarily with male sales professionals.

The reader is directed to Exhibit IV for additional important facts and information

too important to omit.

2. The aspect of personality – all firms know that sales are made not just when

money is exchanged but rather when need are met. Sales people must be trained

to stop trying to get sales. Rather, they need get to know a prospective client’s

need and giving answers. Having a working knowledge of personality differences

and the barriers to effective communication can lead to great effectiveness with

prospect management and also leads to greater client retention. This Author is a

Meyers Briggs ™ certified practitioner and can lead training in this regard.

The reader is directed to Exhibit V.

3. Generational awareness – this Author has also noted what appears to be an undue

emphasis on the “Baby Boomer” generation due to its spending power. While

there is truth in that, the previous generation “Traditionalists” seems at times to be

ignored as it is older and shrinking. Similarly the current generation “Millenials”

are just barely just coming into their own and the previous generation “Generation

X” can be ignored. Yet each has its own contribution. Notice:

Perhaps this helps the reader visualize that out of a population over 300 million, each

segment represents a distinct opportunity and challenge. Please view Exhibit VI.




Given these three areas of gender, personality and age, the important point to ponder before

proceeding to the next marketing channel is simply this: effective management of the client

channel is the proven key to success in any industry. By giving superior service and keeping

one’s clients, a firm is more efficient and more profitable, avoiding what this Author has

previously called “Escalator Syndrome” where new clients are brought in the front door by sales

while “old” clients are bled through the back door as a result of not being listened to, benign

neglect or worse, rotten service! ***

High client retention has been an area of success for this Author who values opportunities to

show others how to enjoy similar success.

***

See article published March 2004 by Author entitled Raving Fans – It’s all about the Relationships!

Services Magazine, http://www.bscai.org/services_magazine/articlepdf/030432a.pdf

http://www.bscai.org/services_magazine/articlepdf/030432a.pdf



2. Prospect Marketing Channel

As already alluded to, a marketing rule of thumb is that nurtured prospects can yield a response

ratio of 2%. This can be higher or lower depending on trust.

Nurtured

prospects

Response rate,

2%

Appointment ratio,

1 in 8

Sales ratio,

1 in 2

Annual

Sales

1600 * see below 32 4 2 24 **

This speaks to points:

a. If a firm’s annual goal was adding 50 new clients, one per week, that firm is

roughly 50% towards its goal. The other 50% should come primarily from the

following:

Referrals from firm’s client base

Referrals from cultivated strategic alliances

As the * indicates, from those prospects who did not initially buy – this

Author has seen 30-50% of this category close within the calendar year

when nurtured: this requires an additional process, to be discussed below

All these are supported by ever increasing repeat business from firm’s client base.

Given these statistics, it is reasonably easy to forecast growth if one has both the

strategic plan and a tactical daily and weekly roadmap.

b. Every firm needs a pipeline full of prospective clients. Many firms wonder how

to generate leads. Leads should come primarily from an entity’s well managed

client channel as suggested by Dr. Alan Campbell. In his 2001 paper, Campbell

stipulated that each person knows 200 + people. These can be defined into family

and friends requiring careful treatment, followed by potential strategic alliances

with revolving professionals and lastly, acquaintances.†††

c. An effective prospect management system needs to be staffed by a qualified sales

manager. Note the distinction where the sales manager closes the business caused

by the efforts of the marketing manager. Any resultant service issues are

delegated to the service-after-the-sale manager who is of peer status with the sales

manager. All data should properly be handled by a stand alone person whose sole

responsibility is to managed the CRM which in turn feeds the marketing

activities. All three roles (silos) are overseen by senior management.

d. Nurtured prospects will respond to call-to-action marketing inquiries asking “Are

you happy with your current arrangement?” or “Would you like a 2nd

opinion?”

†††

Again keep in mind: done monthly for a year, this = nearly $20,000.00, still an expensive proposition.

Generational Revenue Analysis by Dr. Alan Campbell, adjunct professor at University of Tampa –

article published February 2001, The CPA Journal



Prospect Marketing, continued

All prospects can and should be invited to educational and appreciation events by relating these

and the invitation to their interests. If these have been catalogued, high response will result. If

cultivated with relational marketing, phone calls and face time, active prospects (defined as those

still interested in receiving information) will always go in one of four directions:

Become a client

Become a try-not-buy prospect

Remain an interested prospect

Request to be removed

Action Point – Prospect-to-Client Red Carpet Strategy

The authors of one book suggest that in order to overcome buyer reluctance, the shopping or

purchasing phase needs to be an experience. 5 Thus the entire relationship -- starting with a

name into a brand new prospect into an active prospect into a raving fan client -- needs to

become a carefully choreographed memorable event in order to differentiate firm from others.

Immediately upon requesting information from a firm via phone, Internet, mail or in person, that

prospect is now ready for relational cultivating. Some firms will roll out a red carpet for new

clients. But what about WOWing a new prospect? ‡‡‡

Those who looked but did not buy need a Red Carpet Strategy. The key here is to stay in

touch through a proactive strategy.

1. A weekly report of those considered doing business with firm but did not buy.

2. A short follow-up call, followed up by:

3. A brief survey that asks:

a. What do you like about firm? What did you dislike?

b. On a scale of 1-5, rate your satisfaction

c. Comments:

4. Make sure this prospect gets a monthly feel good message.

5. Make sure this prospect gets a periodic call to see if anything has changed.

6. After six months, run a special promotion in concert with a “fish or cut bait” coupon.

Similar cost and time facets hold true when cultivating new center-of-influence relationships.

While an effective channel, that is a multi-faceted strategy that needs to be tailored to each firm’s

opportunities.

With a successful track record, Author values teaching on this and will gladly share specifics

upon request.

‡‡‡

See article published July 2009 by Author entitled Iron Clad or Iron Oxide, Cleaning & Restoration



Prospect Marketing, continued

Writing for outside publications is also a long range option. It is another way to build credibility.

The same holds true for outside speaking engagements and business networking groups.

However, this should not be undertaken first understanding the unique value proposition of the

firm by someone with a firm grasp of the writing and speaking process.

In addition to thousands of marketing and educational pieces over his career, this Author is also

experienced in pubic and web-based speaking and is a graduate of a structured speaking program

modeled after Toastmasters.

To close this section, prospect marketing is the 2nd

channel. It should follow in order after client

marketing. Only when these channels are not producing sufficient growth should a firm then

undertake the next channel. The key goal here with effective marketing is to make a prospect

wish that he or she already was a client.

3. Mass Marketing

The only reason this marketing channel is mentioned is precisely because sadly, so many firms

rely upon it. Whereas client marketing was the longest part of this paper, this is the shortest. In

this Author’s judgment, the channel represents an archaic business model. As already shown, at

1% or less, often abysmally at .5%, this marketing channel has the lowest rate of return for

greatest cost with the longest lead time. Too many simply contact a list provider and buy a list of

names with some limited demographic information. The problem with this approach is simple:

all the firm has purchased is a list of names. There is no relationship. Again in this Author’s

judgment, this represents a perceived easy route to success, a shortcut if you will. However,

success seems to offer no substitute for hard work as outlined herein.

The same analysis and results hold true for cold calling. It is unwanted and typically

unsustainable.

Public events can work. Yet these are equally problematic and costly.

Trade shows also fall under this category: due to expense and a long selling cycle.

While advertising can be an effective strategy, this falls outside this White Paper.

Mass media strategies involving radio and television are only appropriate to when trying to reach

a large audience. A rifle approach versus the shotgun again is the tack behind this paper.

As already shown due to prohibitive costs, avoid this channel. If resorted to, mass marketing

should never be done en mass but only in targeted segments of no more than 2,000 to test results.

To see why cold calling is not even listed, see series on The True Cost of Cold Calling.

http://foxmancommunications.blogspot.com/2015/03/the-true-cost-of-cold-calling-part-i.html



4. Recommendations

Having clear and concise written statements on vision, mission and growth are vital to any

firm’s staying power, audience perception (branding) and success. This is another pioneering

area where this Author successfully worked outside the box with his clients. This Author views

this as the foundation of each client’s marketing. Having a clear vision and mission is also key to

opening new markets in a controlled manner, i.e., to not make the mistake of overdriving one’s

ability to keep up with demands of existing clients and new potential clients. Author would value

working with sales and service personnel in this regard.

Here are four recommendations:

a. If your firm is experiencing employee turnover, that is your first starting point.

Happy external customers come from happy internal customers. Buyers sense

internal issues and leave primarily over service issues. Before any firm can grow,

it must stabilize to support that growth, Two Suggestions why firms don’t Grow.

One must address pay and treatment—this falls directly in the purview of the C-

Suite and Human Resources. See Three Tips to Grow Your Business.

b. In the same realm, commit to equity in pay and treatment between service and

sales silos. Be sure to review When Sales and Service are Peers.

c. Once this is accomplished, commit to a national and local focus of re-branding

your firm, with an eye to becoming a “WOW the client!” service provider, not

just a sales entity – see Exhibit *** for example of bulletin outlining this. This is a

campaign that will take time to implement

d. Finally, initiate an Integrated PR/Marketing Communications strategy for sales,

service and operational silos, to ensure every individual and department is singing

his or her part, from the same sheet of music.

Author would assist with all of this, including:

Writing of marketing and training communications as recommended herein

Attending trade shows and networking in a PR capacity

Moderating webinar broadcasts for disseminating best practices

Conducting group training workshops

Providing one-on-one consulting

Finally, for a real life illustration of how transformational change can develop your business like

nothing else, see the Word copy of a previously-published article. §§§

****

§§§

See article published March 2007 by Author entitled Out of Touch? Reach out and Touch!

Cleaning & Restoration

http://foxmancommunications.blogspot.com/2014/10/two-suggestions-why-firms-dont-grow.html

http://foxmancommunications.blogspot.com/2014/01/success-through-service-1.html

http://foxmancommunications.blogspot.com/2014/11/when-sales-and-service-are-peers.html



Exhibit I

Important Terminology

Client – a customer who has been nurtured into buying into a provider’s Vision and Mission,

then merging that with their own to become a raving fan client for life.

Customer – anyone who has bought a product or service at least once.

Customer Service – creating a WOW experience for anyone doing business with one’s firm.

Ethics – The Golden Rule, the singular standard by which all marketing, selling and customer

service activities should be judged. Cited in a non-published book written by this author.

Mass Mail – names on lists with which zero relationship exists.

Marketing – everything leading up to the sale. One marketing pioneer has called this “the sum

of all communications coming from one’s firm.” 6

To this, this Author adds the term IMC –

Integrated Marketing Communications. This means everything that the client or prospective

client sees or hears, from inception of service all the way through to fulfillment and billing: In

truth, this is branding. In short, marketing leads to selling. Marketing then leads to additional

sales after the initial selling experience, building raving fans clients for life.

Marketing Channel – any avenue through which one can promote one’s product or service.

Mission – how one strategically fulfills one’s Vision, how we get there.

Prospect – a potential client in the making.

Red Carpet – a strategy designed to enhance a business relationship. Normally reserved only

for one’s best clients, this author maintains this should be initiated on every new customer and

on every prospect

Selling – the direct result of marketing. Simply put, selling should meet the needs of a fellow

human being.

Strategies – how one fulfills one’s mission daily on a tactical basis.

Vision – who one is and where one is going. This is the definition of this Author who readily

admits he is a maverick in this area. If one has no clue of who one is, how can one expect others

to buy into him or her and follow them into the fray?

****

Note: these concepts have been gleaned before, during and after a professional marketing career.

Publications from 2003 to present support this.



Exhibit II

Example of Actual Marketing Bulletin

To: To all Active Clients

From: John Fox – Your Director of Marketing from Afar

RE: ** Important Results from Latest Survey **

******************************************************************************

J.D. Power and Associates 2009 U.S. Full Service Investor Satisfaction Study SM

This landmark survey reveals some interesting data:

The financial advisor is the most important aspect of overall investor

satisfaction, comprising 30 percent in 2009-an increase from 22 percent in 2008.

In contrast, investment performance declines in importance-accounting for only

15 percent of overall satisfaction, compared with 24 percent in 2008.

The study also finds that improved communication by the financial advisor may increase

investor satisfaction. In particular, proactively contacting investors to set or refresh a

comprehensive financial plan, thoroughly explaining fees and providing clear explanations

regarding the reasons for investment performance may have a substantial positive impact on

satisfaction: “Financial advisors need to address uncertainty and apprehension by proactively

reaching out to their clients.”

In 2009, 20 percent of investors say they haven't been contacted enough to review their

investment performance, up from 15 percent in 2008. Interestingly, the average number of

times investors have been contacted to review their investment performance has not changed

from last year.

Key point: if you are not nurturing your relationships . . . who is? Hint – your competitors are!

****

Links to surveys linking ethics and client retention

* http://www.jdpower.com/finance/articles/2009-Full-Service-Investor-Satisfaction-Study. 2009 JD Powers survey

which lists financial and insurance firms

* http://blogs.wsj.com/wealth/2008/09/30/wealthy-investors-stage-revolt-against-advisors. 2008 Wall Street Journal

survey of consumers who planned in 2008 to leave their financial providers in 2009

* http://www.businessweek.com/bschools/content/apr2007/bs20070430_110466.htm?chan=top+news_top+new - 2007 Business Week article which speaks to the shocking number of MBA graduates who planned to enter the

business world through cheating!

http://www.jdpower.com/finance/articles/2009-Full-Service-Investor-Satisfaction-Study

http://blogs.wsj.com/wealth/2008/09/30/wealthy-investors-stage-revolt-against-advisors

http://www.businessweek.com/bschools/content/apr2007/bs20070430_110466.htm?chan=top+news_top+new



Exhibit III

Understanding the Female Marketplace, Personality and other Demographics

Women comprise well over 50% of the workforce, http://www.bls.gov/bls/databooknews2005.pdf, also http://www.bls.gov/opub/mlr/2006/11/art3full.pdf. Thus it is likely that salesmen will spend

at least 50% of their time with females unless dealing in male-only firms, which in today’s world

is at best improbable and at worst, passé.

According to an April 2008 paper Small Business Research Study, women owned businesses

continue to grow in the SBA realm. Women entrepreneurs are among the fastest growing groups

of business owners. The number of women starting and owning businesses increased

dramatically over the last few decades. Furthermore, the types of businesses women tend to own

are changing. An explanation for why women have emerged as an important entrepreneurial

group and why they have moved beyond traditional sectors can be found in examinations of

changes in women’s human capital—especially their educational attainment and occupational

representation, Page 1, http://www.sba.gov/advo/research/rs323tot.pdf

According to a 2007 study, 32 % of women-owned firms are involved in the service sector – see

http://www.sba.gov/advo/research/sb_econ2007.pdf

More women were completing college and receiving advanced degrees by 2006 compared to

1994. Self-employed women increased their educational attainment at both the college and

graduate levels at a faster rate compared to wage and salary earning women, Page 29, see

http://www.sba.gov/advo/research/rs323tot.pdf; also see What’s Wrong with the Guys? written

by Tom Mortensen (2003), Pell Institute for Study of Opportunity in Higher Education,

http://www.postsecondary.org/archives/previous/GuysFacts.pdf

Caroline N. Gundeck, Director of Women’s Business Development at Merrill Lynch, says

women are starting businesses at twice the rate of men (based on Merrill Lynch research). The

Center for Women’s Business Research reports 10.6 million women-owned businesses in the

United States that employ 19.1 million people, http://www.icpas.org/hc-insight.aspx?id=818-

By 2010, it is estimated that 60% of all wealth in the United States will be controlled by women:

study forwarded by Stephanie Whittington, Service Advisor to Stacy Bush, Financial Advisor,

correspondence August 21, 2008.

As a recent article stated: “Across the developed world, a combination of the effects of birth

control, social change, political progress and economic necessity has produced a tipping point.

Numerically, women now match or overtake men in the work force . . .” ****

****

http://www.nytimes.com/2010/01/18/world/europe/18iht-women.html?pagewanted=1, January 17, 2010

http://www.bls.gov/bls/databooknews2005.pdf

http://www.bls.gov/opub/mlr/2006/11/art3full.pdf

http://www.sba.gov/advo/research/rs323tot.pdf

http://www.sba.gov/advo/research/sb_econ2007.pdf

http://www.sba.gov/advo/research/rs323tot.pdf

http://www.postsecondary.org/archives/previous/GuysFacts.pdf

http://www.icpas.org/hc-insight.aspx?id=818-

http://www.nytimes.com/2010/01/18/world/europe/18iht-women.html?pagewanted=1



Exhibit III -- continued

One final caveat: men and women communicate differently. While we all claim to know this,

many women speak “Introversion” while most men speak “Extroversion.” Extroverts outnumber

Introverts by nearly three to one – Type Talk at Work, Page 28, also see Type Talk by same

authors, Page 36. What does this mean?

Most Sales professionals speak Extraversion, while at least 1/3 of the hearers are Introverted.

Without a lengthy explanation, this communication disconnect is one of the most significant

factors coloring communication and ignorance leads to difficulties (Type Talk, page 36).

In today’s litigious super-charged workplace, an understanding of male-female dynamics is

crucial for marketing and selling to women – Woman in the Moon by Jonathan A. Segal (2007),

HR Magazine (August 2007), Society for Human Resources Management, www.shrm.org,

accessed with permission, http://www.shrm.org/hrmagazine/articles/0807/0807legaltrends.asp.

The concept of “Men do not understand Women” is real, even for this Author. Thus, the concept

of targeted marketing takes on new meaning. In order to market and sell effectively to the

growing female audience, salesmen must unlearn old ways and educate themselves accordingly.

Note, many of these facts were published in March 2009 by this Author.

Let’s take the male-female dichotomy and further break it down. As this relates to marketing

and selling effectively to a female audience, salesmen need to understand how to speak the

“language” of each group.

http://www.shrm.org/

http://www.shrm.org/hrmagazine/articles/0807/0807legaltrends.asp




Understanding Personality Demographics

According to Renee Barron in The Four Temperaments (2004) on pages 17, 39, 61 and 85, the

population is broadly segmented into four personality groupings or “temperaments” as follows:

An understanding of personality can have great bearing on success in marketing and selling, see

Type Talk at Work (1988) by Janet Thuessen and Otto Kroeger, Acknowledgements. Also go to

http://www.myersbriggs.org and visit web page titled MBTI ™ Type Talk at Work which says:

“If your work involves selling, knowledge of (personality) type can be helpful in understanding

what clients need from you.” Having used much of this information in surveys and training for

years, this Author was certified in 2008 as a Meyers Briggs™ Certified Practitioner and is able to

administer workshops to guide individuals and groups.

Many have had exposure to some type of personality validation such as DISC, Color Coding,

Kolbe etc. According to Isabel Meyers, a pioneer in the personality research field, her decades

of research revealed that 81% of sales and customer service professionals are Experience Seekers

(see Gifts Differing, 1980, 1995, Page 151). While the Author’s purpose is not to enter into a

detailed explanation of each, many who ultimately see this paper may well support her findings.

Accordingly, the next two graphs are taken from a four-hour PowerPoint series written by this

Author with differing names for the 4 basic personality groupings. 7

Note, Experience Seeker

corresponds to the Type B Socializer category on the next page.

http://www.myersbriggs.org/




Presented by John Fox – 3Ethics Coaching 801.755.8874 – [email protected] 2008

* Sources: See article on Four Temperaments, Wikipedia.org – also graph at ptypes.com

D I S C

DISC Dominant Influencing Steady Compliant

Hippocrates Choleric Sanguine Phlegmatic Melancholic

Hartman Red Yellow White Blue

Smalley Lion Otter Retriever Beaver

Kiersey Rational Artisan Guardian Idealist

Allesandra Director Thinker Relator Socalizer

Bolton Driver Analytical Amiable Expressive

Role of Personality

Note: Depending on mechanism being used, Author is Type D, Blue/White, INFP, Idealist, etc.

Presented by John Fox – 3Ethics Coaching 801.755.8874 – [email protected] 2008

Role of Personality

* Source: Books by Isabel Briggs Myers, Renee Barron, Tony Allesandra; hiresuccess.com

Personality Trait Roles

Type A Director Managers, Leaders

Type B Socializer Sales, Marketing

Type C Thinker Accountants, Analysts

Type D Relator Customer Service, H/R




Awareness of Generational Boundaries

Traditionalists (born between 1920 and 1945): About 50% of the men of this generation

served in the armed forces at a time when the US military won a World War and defeated

fascism. This group learned the lessons of this service well, and as a collective took these

hierarchical, traditional, command-and-control systems and structures into the workplace, and

they tend to establish and maintain these structures to this day.

Baby Boomers (born between 1946 and 1964): A baby was born in the United States on

average every 8 seconds for nearly 20 years - a birthrate not seen before or since in this culture.

As a result, the 76 million members of this generation grew up in crowded families, schools,

playgrounds and communities where social interaction skills, sharing, mediation, collaboration,

competition and team work all become required for survival. These are skills that Boomers have

brought with them into the workforce - paving the way for organization development and

professional development - now standard features in most work places.

Generation X (born between 1965 and 1980): Starting in the mid 1960s, and throughout the

1970s, a number of important things happened in US culture - among these were that the

birthrate plummeted, the economy stalled, the divorce rate skyrocketed and dual-income or

single-parent families became increasingly the norm. Originally termed the "Baby Bust"

generation, members of Generation X were the first to grow up with these realities as the new

standard. As a result, this group developed an independent, realistic, and at times cynical edge

that questions authority, tends to be more open to change and skeptical of the benefits of

organizational loyalty or promises of tomorrow.

Millennials (born between 1981 and 2000): A tidal wave of Millennials (over 75 million) is

entering and will be entering the workforce in the upcoming decade. This group is a collection

of people who have never experienced a world without personal computers, the internet and

technology-enhanced or enabled personal connections. This group is plugged in and paying

constant, partial attention to everything, and they are about to benefit, change and stress your

organization in ways that just ten years ago we would not have been able to imagine. ††††

****

††††

Author wishes to thank Hile Rutledge, CEO of Otto Kroeger Associates, for allowing use of this data. http://archive.constantcontact.com/fs064/1102026330983/archive/1102676879216.html

http://archive.constantcontact.com/fs064/1102026330983/archive/1102676879216.html



Exhibit IV

Sample Marketing Bulletin

If all you remember from our coaching is this email, I am confident that implementing the ideas

herein will set the stage for repeat business and new clients for years to come.

In this, I am asking you for a leap of faith. I am asking that you pay careful attention to this

message. And I am asking for your commitment to ACT. I want to quote from Page 69 of The Experience Economy.

‡‡‡‡ I will break into the thought:

“Service providers reengineer their call centers to reduce call time and downsize

already harried front line staff to save on fixed costs and overhead. The end

result? Their employees spend less time with clients, and the time they do spend

no longer delivers the same level of service. By focusing on costs at the expense

of what clients want, companies are commoditizing themselves. Why should

customers pay a higher price?”

In business, REMEMBER your four offerings using the coffee bean: 1. Commodity: raw bean picked from coffee tree and sold for $1.00/lb to brokers

2. Product: roasted beans sold to corporate buyers which equates into pennies per cup 3. Service: ground coffees sold at 7-11 etc for $2.00/cup

4. The Starbucks’ experience where one spends several $$

How are you doing? Which one are you?

Again quoting from pages 69-70 of The Experience Economy:

“The inverse principle also holds true: Customizing a service can be the sure route

to staging a positive experience. Certainly, customization is not the end all, be

all; rather, companies should use it to create customer-unique value.”

How do you rise to the challenge and create the Experience! Here are two salient pointers.

Planning

Does an actor go on stage without memorizing the script? Asked another way, how can one put

on the play unless the playwright creates the play? Have you planned your presentation? What

do you want every person to experience? From a brand new prospect to a raving fan client for

life, how can you instill a memory that will set you apart from all your competitors? What

ambience do you need to encourage both repeat business and new people coming to your

theatre? You cannot progress until you first get down on paper what it is you want to create.

‡‡‡‡

The Experience Economy (1999) by Joseph Pine, James Gilmore – published by Harvard Business School Press



Exhibit IV -- continued

Implementing Back to the restaurant metaphor, visualize an entrée at your favorite eatery: when you have

garnishments ‘round the plate, do you eat ‘em? No! Do you eat the chocolate surrounding the

dessert dish? Again, No! Then why does the chef go to all that trouble and cost, just to waste

his /her time? No: it is all designed to create the experience! It’s all about the presentation.

That is why people are willing to pay more. It is all about perception of value. If you go to the theater, at the door you are given a program, i.e., a playbill. Why? So you know

what to expect. From start to finish, each step – each staged act – has been carefully

choreographed. While different plays will be brought in and offered, the commonality is the

experience: the seats, the décor, the lighting, even the intermission and restroom facilities. Finally, does the show go on without a dry run or rehearsal? No! From doorman to bit player,

everyone knows his/her part COLD. Even employees of fine restaurants eat together, sampling

dishes the chef’s creations, why? Aside from esprit de corps, from maitre de to waiter to

dishwasher everyone sings from the same page. This includes everyone of the team, for creating

the experience is a team approach. This helps you implement the experience consistently.

Create the experience for each client review and for each new prospect meeting. Then review

the results.

Yes, I could go on and on . . . but I won’t. The conclusion?

Give more, give longer. If nurtured and appreciated, people are willing to part with a few more

shekels just to have better service. That is perhaps the sole difference between eating at a typical

restaurant – decent food – and a five star joint which serves both good food in a quality

presentation in the context of TIME.

For all of your clients and prospects, create an experience worth remembering, worth talking

about, and you will be able to quantify the results.

Take care and remember – always strive to do good in your sphere of influence.§§§§

From your Director of Marketing from Afar,

John

****

§§§§

For an example of inspirational writing published by this author, be sure to check the links in Exhibit III for

Services Magazine and United Church of God



Exhibit V

Sample Letter to be sent to Field Sales Force

Dear <Salutation>:

How much are you worth?

Give yourself a raise by reading and acting on this letter. Let me show you how.

How much are you worth? Be honest. Would you like to earn more? Be honest. Keep reading.

How many appointments do you perform in a year? How much do you earn each time? Multiply

that to determine your gross. Divide by the actual time spent advising and now you have a fair

idea of your true hourly worth. Surprised?

Would you like more clients? Hint – just say yes.

Would you like more prospects? Would you like to up your close ratio? Again – just say yes.

By the way, I am not talking about attending another sales class on closing techniques.

Would you like more referrals? I can also show you how to more effectively market yourself

and provide you with marketing materials so you can earn more. Sound interesting?

<Salutation,> I am just like you, a fellow traveler on the planet making his way be helping

others. With 10,000 hours of in-the-trenches experience dealing with people like you, and with a

retention rate of 85% during the worst downturn in decades where fully 82% of my clients

expressed “Highest Satisfaction” for coaching, I know I can help you. Using my 22 years of

experience, I’ve created transformational experiences for my clients and can for you, too.

At the core of my teachings are two simple but powerful truths: in this 2nd

decade of the 21st

Century, Charity really does still begin at home. It is a viable business principle of putting

one’s employees first, then nurturing clients and never neglecting prospects. You may never

resort to expensive mass mail again! That’s because the 2nd

principle – The Golden Rule is the

bulwark upon any life or business successfully entered into. With coaching based on these rules,

I can show you how to create a raving fans network of potential referrers in your client base.

How much you are worth is up to you and my passion is helping you achieve that.

Thank you for spending a few minutes of your valuable time with me.

Warm regards,

****



Additional Reading

Helpful Books

Acres of Diamonds (1975) by Russell H. Conwell

Published by Spire Books, Fleming H. Revell Company, Old Tappan, NJ

How to Win Friends and Influence People (1936) by Dale Carnegie

Published by Pocket Books, Simon and Schuster, NY, NY

Raving Fans (1993) by Ken Blanchard and Sheldon Bowles

Published by Blanchard Family Partnership, William Morrow and Company, NY, NY

The Experience Economy (1999) by B. Joseph Pine II and James H. Gilmore

Published by Harvard Business School Press, Boston, MA

Supportive Blogs

What Really Caused the Meltdown, August 2010

http://foxmancommunications.blogspot.com/2010/08/what-really-caused-meltdown.html

The Real Cost of Poor Service (part of the Toxic Business Practices Series), August 2014

http://www.foxmancommunications.blogspot.com/2014/08/toxic-service-sales-prevention.html

When We Love Sight of Serving, November 2014

http://foxmancommunications.blogspot.com/2014/11/losing-sight-of-serving.html

The Toxic Business Practices Series, November 2014

http://www.foxmancommunications.blogspot.com/2014/11/the-cure-for-toxic-business-

syndrome.html

The True Cost of Cold Calling Series, March 2015


Our Desperate Need for Ethical Entrepreneurialism, February 2015

http://foxmancommunications.blogspot.com/2015/03/our-desperate-need.html

http://foxmancommunications.blogspot.com/2010/08/what-really-caused-meltdown.html

http://www.foxmancommunications.blogspot.com/2014/08/toxic-service-sales-prevention.html

http://foxmancommunications.blogspot.com/2014/11/losing-sight-of-serving.html

http://www.foxmancommunications.blogspot.com/2014/11/the-cure-for-toxic-business-syndrome.html

http://www.foxmancommunications.blogspot.com/2014/11/the-cure-for-toxic-business-syndrome.html


http://foxmancommunications.blogspot.com/2015/03/our-desperate-need.html



References

I wrote this unsolicited letter for John Fox as I had the privilege of working with him at Bill

Good Marketing as his supervisor for over 2 years. I could not have asked for a better coach.

While I am sure John has described his duties at Bill Good Marketing, I would like to reiterate

some of them in order to point out in what ways not only fulfilled the written job description but

fulfilled his role as a Coach and mentor.

At Bill Good Marketing, the primary objective of our department was to work with clients in

implementing the system created by Mr. Bill Good. This system entailed everything from hiring

staff, writing letters, creating advertising campaigns, and not only writing checklists but

convincing our clients to use them. This particular system has been proven time and again to, if

correctly followed and applied by clients, to help increase production, profit, and most

importantly quality of life. Most of the clients we dealt with had been in their industry for more

than 10 years and were considered very successful by industry standards. The reason why most

of them sought us out was to get beyond the plateau they had reached. As you can imagine,

while most of them came to us for ideas on how to improve, few were willing to make changes.

It could be difficult at times to explain, convince, and train clients on any new project or idea.

One of my duties was to assign the appropriate Coach to each client. John was one Coach who I

could go to on a regular basis. He has a wonderful skill in communicating effectively both

verbally and in written form. To my knowledge the majority of the clients that were assigned to

John were successful in system implementation. John was able to apply the perfect amount of

push in order to get our clients to make the appropriate changes. In my opinion he was

exceptionally adept at this because he knew how to listen (better than most others I know) and he

knew when to stubbornly “stick to his guns.” He conducted this level of training through several

mediums. He was the host and "guest" speaker on numerous internet radio broadcasts and he

was by far the best at being able to keep a fairly scripted call sounding conversational while

adding insights that clients were able gain from immensely. He wrote several articles which

were widely circulated amongst our clients and used on many occasions thereafter.

I guess the best way to sum up the skills that I valued most in John would be to say that he is one

of the best listeners and true coaches I have had the privilege of working with. Even though I

left Bill Good Marketing in 2006, I have actually become a client of Bill Good Marketing and

have had several opportunities to either listen to one of John's broadcasts or have a one on one

call with him seeking his advice.

I would be more than happy to speak with you over the phone further regarding John and answer

any questions you may have about his employment at Bill Good Marketing while I was the

manager there or of my experiences now as a client.

Matt Hicken

Director of Marketing and Team Manager

The Robert Rose Group - Scott & Stringfellow, LLC [email protected] or 336.370.2131




References

My current position is the Continuing Education Specialist with the Utah Department of

Insurance. I am in charge of approving and auditing all courses that are filed with our

Department. In order for our insurance producers to renew their licenses they must meet our

continuing education requirement. In January of 2003, Mr. Fox contacted me to become a

certified instructor to teach courses to our insurance agents in the areas of property casualty and

adjusting while he was employed for Steamatic in Salt Lake City, Utah.

I have had the opportunity of attending and auditing these classes, and the topics discussed were

water, fire and mold. John is knowledgeable in these areas because of his years of experience in

the field. His teaching position carried a great deal of responsibility, because the industry of

restoration entails strict handling and care of a claim. The characteristics of a competent

instructor are someone who is knowledgeable in the subject matter, has the ability to deliver the

message to their audience, and makes a serious effort to engage the audience in discussion.

These qualities are imperative of an instructor in order to better ensure learning is taking place.

John is a very competent instructor. His best characteristic is he has a gift for involving his

audience in stimulating discussion by asking very thought provoking questions. It is a proven

fact that when a class audience is actively engaged in discussion with instructor that learning will

take place. The producers come away from class with new knowledge and an idea of how best

serve and protect their clients.

John received positive and highly rated evaluations from me and from the insurance producers

who have participated in his classes. I have received phone calls from insurance producers who

expressed their appreciation for John and his very interesting and well presented class that is

power packed with information and indicated to me they felt their time was well spent.

John is also a very talented writer. Before he left Steamatic he created an ethics course that

covered all aspects of the industry from an ethical point of view in the eyes of the property

casualty insurance adjuster. Rather than approving this as a course for insurance continuing

education, I felt it was better suited for publishing. This allowed for more insurance producers

adjusters to have access to this important information. In addition over the years John has

continued to write and publish other interesting articles in his field of expertise and has shared

them with me. His articles are well written and greatly express the importance of a high work

ethical standard within the industry. This combined with his knowledge and experience in the

property and casualty industry make for very interesting reading and provide much needed

information and advice for insurance producers and adjusters.

John Fox has an incredible work ethic and exhibits high ethical standards in every aspect of his

life. I have a great deal of respect and admiration for John and know he would be a great asset

for any company. If I can be of further service, please contact me.

Sincerely,

Michael Covington,

Continuing Education Utah Insurance Department

[email protected] or (801) 538-3809




References

Through 2009, I was coached by John Fox. To share why he is relevant today, I must tell you

where I was a few years back.

Before meeting John, I had been on and off with the firm he was employed with, Bill Good

Marketing (BGM). BGM caters to the intricacies of the securities industry.

After spending over $12,000 to license BGM’s software and marketing system, I was assigned a

“coach” whose role was to call me each week and, in 15 minutes, help me “build my business.”

At times I found value but mostly, I just flat out didn’t. While nice, my “coach” wasn’t filled

with valuable information about how to better market or brand my product and services. Many

of our calls were simply relegated to him saying, “What Bill’s book says you should do is . . .”

My guess is that my “coach” had little practical business experience. I tried to make it work by

asking for “his” opinions, but this just wasn’t going to happen. As a result, I made the decision

to go at it alone with the help of a “coach.”

Afterwards, I left the securities industry to start a new firm. Competition was fierce, the economy

was difficult. I strongly believed in my concepts but felt something was lacking. How could I

move my company so it would grow faster? I also needed guidance in managing people.

So I decided to give BGM another try and paid to get back on its support plan for weekly calls

with a “coach.” This is when I was assigned to John. From the first call, I was finally with

someone who knew how to help me versus one who just recited the company manual.

One day, months into our renewed association, John and I were discussing internal issues I

sensed were hindering growth. I look back on that as “The Day,” as the light bulb moment I will

never forget that forever changed how I perceive my business and myself.

In a nutshell, people don’t buy a system, they buy the experience. People have no problem

paying for something they find value in. What every company needs to realize is what John

coached me to see: at the moment a firm commoditizes itself – as I had done – significance is

forever lost. This hit me right between the eyes, for that is exactly where I was.

From that call, I revamped everything from literature to sales to fulfillment, to ensure we provide

a perceived value that we can ethically charge for. Everyday, I do what I can to remain

significant and not lose the sense of the experience.

Today, my business is not where it was and without a doubt, much of the personal and

professional success I have encountered can be attributed to John Fox’s coaching.

Sam Legaspi, Owner

[email protected] 714.630.6130




References

I’d like to make a recommendation for John Fox and feel my experience working with John over

three years may help you in your search to retain an exceptional candidate.

Although I have never met John, he served as my business practice coach. In my position as a

Certified Financial Planner and Chartered Financial Consultant in an independent practice, John

has been invaluable in assisting me in marketing my practice. Not only do I serve my financial

planning practice, but I have a separate practice as one of only eight Certified Divorce Financial

Analysts in the state of Iowa. As you might imagine, not only is my work extremely varied and

complex, but the marketing targets and messages to individuals and professionals takes on a life

of its own.

John has been vital, not only from providing sound and ethical advice, clear and concise

direction, but also exceptional written guidelines on both sides of my practice. He has also been

invaluable in assisting in my writing technique, and most of all I appreciate the ethical compass

he personifies in an industry that has its share of issues. He is sorely missed in my practice, but I

sense that he has potential that hasn’t yet begun to be tapped.

I hope you are able to consider John Fox. He will be an outstanding asset to any organization

seeking to provide well written, common sense, ethical communications. Please don’t hesitate to

contact me in any way listed below. I will be more than happy to discuss my experience.

Cindy S. Gleason, CFP ™ ChFC Certified Divorce Financial Analyst/Mediator

212 E. 4th Street, Suite 106

Waterloo, IA 50703

319-234-0199 Office

319-234-1127 Fax

563-249-5787 Mobile



* Please see profile on LinkedIn for recommendations from peers, clients and associates. *

****



How to transform your Business!

( Out of Touch? Reach out and Touch 8 )

Introduction

I have never forgotten the day when my helping career took its first step down the path I’ve

traveled since 2003. I was listening to “Robi,” one of the hundreds of clients whom I coached.

During our session, I could not help but sense a deep negative undercurrent. I had discerned this

for some time but had been unable to help her. How Robi’s call affected me will conclude this

proposal in which I share the timeless lesson I learned: to survive and thrive in today’s world,

Charity still begins at home. Business owners must reach out and touch valued clients. To

suggest that I am not passionate about this would be a gross understatement! 9

The Problem

Our society pulsates and tingles with breathless anticipation, awaiting the announcement of the

next time-saving gizmo, gadget or trend. Technology drives our culture! Yet as true experts

envisioned, the personal touch can so easily be lost.10

Many I coached struggled with solving

their industry’s #1 complaint.11

I paraphrased this as, “I never hear from my Financial Coach!”

To that indictment, I added, “I never hear from mine either, except when she is pitching

(selling).” What makes that tragic? She is a personal friend, yet sadly is out of touch!

Out of Touch?

Now then, what happens when another vendor comes a callin’? If we’ve been out of touch, our

client is vulnerable, either to the slick low-ball sales pitch, or to the well-meaning person who

while honest does not have the resources we claim to own. Either way, who caused this

disconnect? We did! Now we have a problem! We have been out of touch. As a direct result,

we breached trust and violated the relationship.

Predictable Consequences?

Prospects: initially receptive to our marketing offers, these folks will cool off

without contact. We are now viewed as being no different than all the others, and

the prospect ceases to respond.

Clients: once trust erodes, a pattern ensues. First they bristle, starting with price.

Then they harden, complaining about service. Finally, they leave disillusioned,

bitter, apostles of bad will.

In both cases, who caused the problem? We did!! Consider this contrast: what if a simple

proactive pattern of phone calls had been started? Would that have been worth the investment?

Yes, absolutely! This especially true when one considers the hard dollar costs of prospecting for

new clients, versus retaining long-term revenue generating relationships. 12



Reach out and Touch!

What should we do? Own the problem and the solution! Commit to nurturing client

relationships. In this world of email and instant messaging, the best way to do this is to reach out

and touch – pick up the phone and call! *****

On that first call, you need to express regret for your lack of relational contact. Yet do not be

overly apologetic. Do not wallow. Rather, live the apology. After being out of touch, your initial

contact should go as follows:

On this call, ask only about service issues. Important – no selling! No referral promotion!!

Build a “tapestry of trust” before seeking additional business or referral promotion. 13

Why Calls?!

At the close of this first call, you should simply thank the person for being your client. Your

goal must simply be to reinforce the truism that you genuinely care for your valued relationships

and wish you had more like them. That must be your only referral promotion!

If you have the person’s email, send a pre-prepared “Thank you!” message. Better yet, send a

“Thank you!” card. Consider also the value of sending not just a 90-day newsletter as so many

do, but also invest in doing a monthly educational or inspirational mailing.

Some Tips

After 90 days, make your second call. Use the regular call script – see 90-Day Calling Script.

Then gently probe for additional business and potential referrals, why? Because trust is

building! Then send a “Thank You” message, include two-three laminated business cards. 14

Even better – if a coffee shop is nearby, consider approaching the shop manager or owner about

underwriting the cost for a gift certificate or card for a free beverage and snack. Sending this in

the mail would be a great PR touch for you both. It would be a great giveaway, a tax write-off

for you and the shop, AND it will send the signal that you are “good people” and genuinely care

for your relationships.

*****

The mass marketing pioneer Bill Good is credited for the initial concept of making 90-day calls. However, a

2009 survey proved “small” clients were still being neglected. Accordingly, this Author pioneered this approach.

“Out of Touch” Script

You: “I wanted to give you a call and check in; it’s been a while since we talked.”

Your Client: “Oh, that’s okay.”

You: “Well no, it’s really not okay! You are our valued Client. You are important

to us – to me! Relationships that care for one another stay in touch. This year, I

am committing to doing a better job of staying in touch.”



90-day Calling Script

Q1 Has anything changed since our last contact?

If No, go on to next question.

If Yes, focus call on that topic – close with concern, send appropriate follow up.

Q2 Are you happy with us? Do you have any service issues we need to be made aware of?

If No, go on to next question.

If Yes, close with conviction to solve problem, schedule with service for follow up.

Q3 Will your circumstances change over the next 90 days and require doing business?

If No, go on to final point.

If Yes, create in your CRM a future action to call the person back.

Q4 Always close each call with a sincere Thank you for being a client or prospect.

If any issues arose, do not include a referral promotion!

If no issues arose, remember to promote referral consciousness in your own words.

A good rule of thumb: total your client and prospects relationships, then divide by 13 – this

gives you the number of calls per week. Then divide by 5 – this gives you the number of daily

calls. I recommend making daily calls as a discipline, but you can also do so weekly.

Important: block out time to make 90-day calls each morning. This is proactive planning.

Call before doing anything else, and you will see the difference!

Good Luck!!



Conclusion

Research dating all the way back to Dale Carnegie’s time suggests that honoring clients such as

on their birthdays, anniversaries and other congratulatory moments remains a proven strategy

both to grow one’s business and to live one’s life. Indeed, Carnegie’s empire was specifically

based on the timeless principle of practicing the way of honor to each person he met. Be sure to

read the story referenced in the footnote. 15

Remember Robi? On that call six years ago, I learned she was reliving the anniversary of the

unimaginable tragedy of her husband burning to death! Her pain tore through her stoic veneer.

That day’s session was her turning point – and mine. To Robi’s credit, 2004 ended as the best of

her entire career! Why? She began calling clients and reaping the results. As a result, I coached

differently. Relational calling changed my life and Robi’s. Hint – it will yours, too.

If we call, they will come. Some crave more contact. Others need less. Yet faithfully calling

clients is one proven way of nurturing them into raving fan life-time clients. First build

relationships. Dollars will follow! Never ever again let valued relationships get out of touch.

Key point: if you are not nurturing your relationships, who is? Hint – your competitors are! †††††

Reach out and touch for lasting success!

****

“Robi” is one of the client recommendations on this Author’s profile on LinkedIn. To those

coached who participated and gave permission for these stories to be shared for others’ benefit,

Thank you!

††††† What this speaks to is the unconscionable outright neglect so rampant in the financial

services industry. Neglect did not spark the economic crisis – greed did! But neglect fueled and

fanned the flames into meltdown. Other sources speak to rising client attrition which spiked

during 2009. The same relational disconnect exists in virtually every industry sector. The

solution? Creating transformational client experiences as touched on herein.



About the Author

John’s career began in the forensic drug testing

industry, where he helped reduce the error rate of a

national healthcare firm to less than 1%. Afterwards,

he spent nine years in the cleaning and restoration

business where he helped grow one firm’s revenues by

300%. John was also recognized by the State of Utah

as an author and ethics instructor, giving the keynote

address to a national industry association. He has also

contributed to other magazines. Additionally, John is

featured in four one-hour videos which he authored on

ethical human resources issues. From 2003-2009, John

was an educator and writer in the financial services

industry, accruing over 10,000 coaching hours with an

award-winning client retention rate of 85%. Under-

employed as a direct result of the meltdown since November 2009, John continues providing

coaching and guidance through a globally-followed blog.

A graduate of University of Phoenix with a double degree in Marketing and Management, John

is seeking new opportunities.

****



Citations 1 The World Parliament of World Religions met in Chicago for its 100th Anniversary in 1993.

Its manifesto stated that The Golden Rule is the most essential basis for the modern concept of

Human rights, Declaration Toward a Global Ethic (133), Parliament of the World‘s Religions,

issued September 4, 1993, Chicago, IL, http://www.urbandharma.org/pdf/ethic.pdf

2 Harman, Patricia (2009) In Search of Excellent Customer Service, Cleaning & Restoration,

Vol.42 N0.10 – Harman is Director of Communications for RIA. Author’ contends that one

new client can cost in excess of $2000.00 when a firm relies upon the mass mail channel. In

addition to being the right way to run a business, the concept of “Charity begins at Home”

proves to another example of ancient metaphors having modern application. It is simply

more cost effective as this Author showed in Exhibit II.

3 Carnegie, Dale (1936, 1981), How to Win Friends and Influence People, Pocket Books,

New York - Carnegie’s book was chosen as the #1 business book of the 20th

Century by

British Life Magazine; though written in 1936, his concepts continue to impact today’s modern

21st Century business stage - http://www.dalecarnegie.com/about_us/history.jsp.

4 Blanchard, Ken and Bowles, Sheldon (1993). Raving Fans, William Morrow Publishing, NY;.

The 3D’s are Decide on your vision, Discover the client’s and then strive to Deliver plus 1%.

Outlined in this White Paper are ways a firm can expand its vision and increase it unique value

proposition to prospects as well as existing clients by more effective delivery.

5 Pine, Joseph and Gilmore, James (1999) The Experience Economy, HBS Press, Boston, MA.

While the authors opine for creating a superior customer experience, a good business model

also suggests that a business offering should make the candidate wish he/she was already a

client: this drives prospecting. Further, one can legitimately change more by providing better

service, increasing the visibility and feel of the initial experience. This is client management.

6 Credit is duly accorded to Bill Good, Chairman of Bill Good Marketing, a database marketing

firm servicing the financial services community where this Author worked from 2003 to 2009.

7 Training performed by this Author for ELC, January 2008 – four one hour training modules

written en by this Author who was featured as the presenter, segments posted to the ELC for its

subscription training service; manual also written by Author supports training initiative.

8 The gist of this was published by this Author as Out of Touch? Reach Out and Touch (2007),

Cleaning & Restoration, Vol.44, #3, published by Restoration Industry Association (RIA).

9 From December 2003, Author worked for Bill Good Marketing, leaving in November 2009

as Senior Marketing Consultant having provided business consulting to hundreds of financial

services teams in America and Canada and achieving the highest client renewals in the firm.

http://www.urbandharma.org/pdf/ethic.pdf

http://www.dalecarnegie.com/about_us/history.jsp



10

John Naisbitt wrote the Megatrends: Ten New Directions Transforming Our Lives in 1982.

One of his latest books is High Tech, High Touch, in which he discusses a world that is chock

full of technology, striving for balance and craving emotional authenticity

(http://www.naisbitt.com/bibliography/high-tech-high-touch.htm).

Note, Author also wrote High Tech? High Touch! Citing the need for using a CRM database,

data “holes” and the resulting lack of relational contact was compared to the tiny slits and not

a 300 foot gash which sank the RMS Titanic in 1912; this article was published in April 2006.

11

In March 2009, JD Powers released its Customer Satisfaction Survey. Previous surveys had

shown that lack of contact was the #1 complaint. Unconscionably, during the worst financial

downturn in decades, lack of contact was again cited as a topic for consumer dissatisfaction

(http://www.jdpower.com/finance/articles/2009-Full-Service-Investor-Satisfaction-Study).

Sadly, this trend has continued according to the latest 2010 JD Powers’ survey.

12

Harman, Patricia (2009) In Search of Excellent Customer Service, Cleaning & Restoration,

Vol.42 # 10 – Harman is Director of Communications for RIA. Author’ contends that one

new client can cost in excess of $2000.00 when a firm relies upon the mass mail channel. In

addition to being the right way to run a business, the concept of “Charity begins at Home”

proves to be another example of ancient metaphors having modern application. It is simply

more cost effective as this Author showed.

13

The subject of trust and technology was discussed by this Author in October 2008 in an article

in Cleaning & Restoration entitled The Three T’s of Marketing. A previous article in April was

called Technology: Leading Edge or Deep Gash?

14

This Author discussed this in depth in Friends Helping Friends – How to Promote Referrals,

published by Cleaning & Restoration in March 2009.

15

Carnegie, Dale (1936, 1981), How to Win Friends and Influence People, Pocket Books,

New York - Carnegie’s book was chosen as the #1 business book of the 20th

Century by

British Life Magazine; though written in 1936, his concepts continue to impact today’s

modern 21st Century business stage - http://www.dalecarnegie.com/about_us/history.jsp --

note, see Pages 60-61 for the neat story of how Carnegie utilized the birthday principle.

http://www.naisbitt.com/bibliography/high-tech-high-touch.html



http://www.dalecarnegie.com/about_us/history.jsp

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