<img alt="" src="https://secure.hiss3lark.com/174948.png" style="display:none;">

How OEMs Can Make Marketing Meaningful

Tue, Mar 19, 2019 @ 11:06 AM / by Sarah Loeffler posted in Industrial Marketing, Marketing Communications, Process Equipment Marketing, Metalworking Equipment Marketing, Construction Equipment Marketing, Mining Equipment Marketing, Sarah Loeffler, OEM Magazine

0 Comments

Tired of spending high dollars on all sorts of marketing activities only to be inundated afterward with a bunch of contacts that aren’t right for your business for one reason or another?


Do you have more serious problems than worrying about your industrial marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

Read More

Military Vets Hardwired for Manufacturing Success

Thu, Jan 17, 2019 @ 01:57 PM / by John Hitch posted in Industrial Marketing, Marketing Communications, Process Equipment Marketing, Metalworking Equipment Marketing, Construction Equipment Marketing, Mining Equipment Marketing, John Hitch

0 Comments

soldier-suit-handshakeGetty Images

Military Vets Hardwired for Manufacturing Success

Finding quality manufacturing workers isn't easy, though one machine reseller has found checking the veteran status on job applications to be a good strategy.

Curt Doherty, CEO of CNC Machines, has about a dozen full-time employees to receive, prepare and resell the machining equipment cutting, shaping, and forming America's way back to manufacturing prominence. He started out in the early 2000s snapping up auctioned units from liquidating machine shops when so many manufacturing jobs moved to China. Now orders are coming back and that has kept the company he started in 2014 very busy. Moving inventory isn’t the problem anymore; finding suitable workers is.

The Florida-based reseller has 60,000 manufacturers in its database and Doherty says none are immune from the skills gap created when all those trade jobs went away and the talent pool was not refreshed.

"I don’t think I've run across anybody who said, 'We got too many people to hire here,'" he says. Their problem is just finding people who are skilled. They can find button-pushers, but they can’t find problem-solvers."

Interviews with prospects just out of school sometimes last less than minutes, Doherty says, as that's how little time it takes for them to sink their chances by prematurely veering the conversation to "What are you going to do for me?"

"I have a much harder time hiring from colleges because there is way more entitlement," Doherty says. "They just have higher expectations."

The Millennials and younger he has hired are working out great, but "I had to weed through a lot more to find those," Doherty says.

In his experience, Doherty has found one surefire way to get employees with the right set of skills to succeed in a demanding, highly versatile workplace: Check their military veteran status.

Getty IMages

"Here' the thing with veterans, Doherty says. "As long as you give them a clear mission and what their job title is, make sure they have the right training and support, they tend to be very self-sufficient."

Veterans, he observes, also have an embedded sense of selflessness.

"They don’t just do it for commission," Doherty says. "[The work is] bigger than themselves. That comes hardwired from the military."

They are also hardwired for adaptability, which is vital in the machining world. Switching from Mazak to Fadal machines can be like learning a new language, Doherty says. What a worker has learned on affects what machines job shops invest in over capabilities and effectiveness. Due to their discipline and years of following instructions, learning new technology doesn’t become an impediment.

"It doesn’t matter what you throw in front of them; they are going to figure it out," Doherty says.

A few of the specific, manufacturing-friendly skills Doherty says vets possess:

  • Ability to quickly learn new skills and concept
  • Attention to detail
  • Leadership
  • Teamwork
  • Grace under pressure
  • Respect for procedures
  • Being attuned to global and technological trends
  • Adherence to health and safety standards

All of these are inherent in CNC Machines' head of service, David Wilkes, Doherty says.

"He's my Swiss Army knife and oversees everything," Doherty explains of the former Pfc. Wilkes, who operated a Vulcan cannon in the Army during the 1990s. Wilkes now runs the machine logistics, checks them in, manages their cleaning and repair, and performs final checks and customer demos.

CNC Machines
Army vet David Wilkes, CNC Machines' head of service, has excelled with an increase in responsibilities, CEO Curt Doherty says.

"As a machinist I got to use a lot of the skills I learned in the military, such as my attention to detail, my organizational skills and even leadership skills, Wilkes says.

Wilkes, who quickly climbed the ranks at CNC Machines, came to the job from a repetitive job at a firearms manufacturers where Doherty says he didn’t have a lot of leeway to approach the work, though he has "flourished" now that he can apply the problem-solving skills he learned in the military.

There was only one big issue the CEO has had with this particular veteran.

"He was coming in early and not clocking in because he didn’t want to take advantage of the company and get overtime," recalls Doherty, adding he also took short lunches to get back to work. "And I said, 'I appreciate it but legally I need to pay you the overtime.'"

The company also had a former Marine on the sales team who had to deal with an extremely difficult customer, but his experience helped him always keep professional demeanor. When asked if he was OK after the call, Doherty says the vet replied, "Curt, I've been shot at. I'll be fine."

Like any high-performing asset in your plant, veterans require some additional monitoring because of their experiences. One combat veteran that Doherty hired who "had a ton of potential" was had to cut his time short due to PTSD concerns.This is something for medical professionals to diagnose but you can learn more here.

The U.S.  Department of Veterans Affairs says 11-20% of veterans who served in Operations Iraqi Freedom (OIF) and Enduring Freedom (OEF) live with PTSD in any given year. It's also treatable and like any issue in a machine shop or factory, can be managed with the right preparation.

Doherty says due to the overwhelming positive experiences with veterans, his company is offering three $1,000 scholarships for veterans applicable for a certificate, associates' or bachelor's degree in manufacturing. The winning vets just have to submit the most compelling essay and their DD214. Click HERE to apply. Deadlines are Feb. 5, March 5 and April 5, 2019.

And if you need further convincing, check out this video from the Manufacturing Institute:

 

 


Do you have more serious problems than worrying about your industrial marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

Read More

Industrial Marketing Sales Tips that Still Matter

Mon, Jan 07, 2019 @ 02:43 PM / by Jim Lucy posted in Industrial Marketing, Marketing Communications, Process Equipment Marketing, Metalworking Equipment Marketing, Construction Equipment Marketing, Mining Equipment Marketing, Jim Lucy

0 Comments

An ace salesperson can sometimes sell you some good life lessons.

We all have to do some selling in our lives, even if we don’t have to meet monthly sales budgets. In many business situations, we sometimes have to “sell” our own credibility and competence. In new social situations, we may have to sell our potential as an enjoyable companion.

Industrial Marketing Management

When I was quite young I actually did make a few sales. I won a YMCA gym bag for selling a carton of thin mints in a fundraiser, and for selling two subscriptions to New Jersey’s Ridgewood News, I got a 75-cent bleacher ticket to see the New York Yankees play.

These days, I leave the hard sales to the fine sales force we have selling print and digital ads for EW so the editorial staff and I can focus on creating the content for this magazine, like this month’s package of articles on the changes in electrical sales. But some classic sales tips I learned over the years still apply in today’s ever-more digital world. Below are several of them.

Remember the little things. I was always amazed how Tom Preston, one of the industry’s true legends, always remembered the names of someone’s wife, husband, their children, as well as their hobbies, etc. I discovered the method to his magic when he once asked to fetch a card from his Rolodex file. I was amazed to see how many notes he had scrawled on the cards of various contacts — birthdays, family names, you name it. This was the pre-computer age, but to this day it’s the best contact database I have ever seen.

Internet-marketing

Keep replenishing your industry contacts. Retirements, layoffs and job changes constantly chip away at our circle of contacts. There’s no better way to rebuild them than to make the most of the networking opportunities at industry events. We have all been at a trade show or conference where we are dog-tired and just want to get back to the hotel room and put our feet up. Don’t give in. I can’t tell you how many times I made a new contact because I made the extra effort to stop by a few more booths at a trade show or circulated around the room at a cocktail party just a little longer. And when I do, I always thank Tom Preston, who always worked a reception by walking the room clockwise and counter-clockwise, just in case he missed someone.

A positive attitude goes a long way. I never met someone in this industry who enjoyed his sales career as much as Bob Finley, who after retiring as Glasco Electric’s president, wrote for EW for more than 20 years on what it takes to sell electrical products. If you ever met Bob, you could feel his positive energy the moment he walked into a room. “I am so glad that I had the privilege of spending my entire career in sales,” Finley wrote in one of his EW articles. “I can’t think of anything I would have rather been. Being a salesperson fit me like a glove on my hand.”

Never forget WIFM. The late Jim Newton used to joke that he knew it was time to retire from his family business, Oakes Electric Supply in Holyoke, MA, and try something else, when he got to work one day and found his desk moved out into the parking lot. That something else turned out to be Sales Tech, a training company that taught a generation of electrical salespeople about the importance of “WIFM”—“What’s in it for me?” Newton used to say everyone has their own WIFM and that the trick was to figure out how to service that need. In one of the many articles he wrote for EW, he said, “Whether the guy is the purchasing agent, treasurer or chief electrical engineer, he still wants to do better.

Certified-Professional-Services-Marketer-1

You have to figure out how to present what your company is offering in ways that makes them think, ‘This would be good for me.’”

Go the extra mile. A shoeshine guy at Grand Central Terminal once told me he got a job just because he helped an office receptionist set up a Christmas tree. “I was a delivery guy, and I used to be friendly with this receptionist in an office building,” he said. “If I had time between deliveries I would help her with some of her stuff, moving boxes, opening mail, whatever. One time I was helping her put up some Christmas decorations in the lobby, and the boss came in. He said, ‘You don’t even work here, but you are helping my company. That’s the kind of employee I want.’ He hired me on the spot for a nice job.”

These tips from some of the best salespeople I ever met always work for me and I hope they help you, too.

Jim Lucy | Dec 19, 2018, ELECTRICAL WHOLESALING blog post 12-19-18


Do you have more serious problems than worrying about your industrial marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

Read More

Seven Ways to Ruin your B-to-B Advertising

Thu, Dec 13, 2018 @ 01:27 PM / by Chuck Lohre posted in Industrial Marketing, Marketing Communications, Process Equipment Marketing, Metalworking Equipment Marketing, Construction Equipment Marketing, Mining Equipment Marketing, Powder Bulk Engineering Magazine, Business Marketing Magazine

0 Comments

From POWDER BULK ENGINEERING'S 12-13-18 Dry News, from the February 1992 issue of Business Marketing

Business-Develpoment

And, we do understand that these really don’t apply to you, as you’re at 
least a 6x advertiser in Powder Bulk Engineering magazine, or you wouldn’t get Dry News each month!


1. Confuse the readers with an obtuse headline. In 7-10 seconds a reader
can scan the headline and illustration to see if your product offers anything
of value. Make sure it does not.


2. Run your ad only once – twice at the most. After all, if on average, it
takes 6-8 personal sales calls to clinch the deal, why not ignore this fact.


3. Focus on your favorite topic – you, your business and how great it is. You’re certain
that’s what your prospects want to know.


4. Don’t distinguish your products from anyone else’s. Even though you know that
most of your prospects won’t change suppliers unless given a powerful reason, don’t
give them those reasons in your ads.


5. Pretend that the market already knows as much about your products as you do.
 Ignore that old saying, “the more you tell, the more you sell.”


6. Presume that your prospects think exactly like you think. Don’t spend any money on
research to learn what the market currently really thinks.


7. Ignore professional advertising advice. Isn’t it your opinion that counts? Why listen
to someone outside your company who may have a different perspective? Or who will
do research for you, for a fee, of course.


If you’ve followed all of these seven steps, and somehow are successful in spite of yourself,
 there’s one more thing you can try: Withdraw all of your advertising completely!



Do you have more serious problems than worrying about your industrial marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

Read More

What's the difference between Type 304 and Type 316 stainless steel, and what differentiates L-grade stainless steel?

Thu, Dec 06, 2018 @ 02:06 PM / by Chuck Lohre posted in Industrial Marketing, Marketing Communications, Process Equipment Marketing, Metalworking Equipment Marketing, Powder Bulk Engineering Magazine

0 Comments

More Questions and Answers from POWDER BULK ENGINEERING

 
Q: Industrial equipment manufacturers offer several metal material options for equipment construction metal materials. What are the differences in metals? What's the difference between Type 304 and Type 316 stainless steel, and what differentiates L-grade stainless steel?
 
A: Paul Deegan, Vortex, says:
imageThe most common metals offered are AISI Type 304 and Type 316 stainless steel and AISI 1008/1010 or ASTM A36, which is typically referred to as carbon steel. These metals are used to construct the "wetted" parts in a piece of equipment — that is, those parts which come in contact with the conveyed material in a manufacturing process. Alternatively, the frame or structure in a piece of equipment is usually made from either aluminum or carbon steel because they offer weight advantages, cost savings, or both.
What is stainless steel
 
There are numerous stainless steel grades available, but Type 304 and Type 316 are the most commonly used in bulk handling and many other industries. This is because both types offer good corrosion resistance at a reasonable cost, compared to other steel grades. In addition, grades Type 304 and Type 316 are relatively easy to machine, bend, and weld. The alloying elements that are primarily responsible for corrosion resistance are chromium and nickel. Type 304 stainless steel contains 18 percent chromium and 8 percent nickel, while Type 316 contains 16 percent chromium and 10 percent nickel. Both elements are expensive and increased quantities of either element will make the steel more expensive, with nickel being more expensive than chromium. In fact, it currently costs more than five cents to produce a five cent ("nickel") coin. There are grades of Type 300 series steel that are more corrosion resistant than Type 304 or Type 316, but because they have increased amounts of chromium and/or nickel, or some other alloying element(s), they are, consequently, more expensive.
 
Stainless steels are "stainless" due to the addition of chromium. The reaction between chromium and oxygen creates a submicroscopic film of tightly-adherent, nonporous chromium oxide, which protects the underlying metal from contact with the environment. Chromium, when added to a steel in a concentration of at least 10 percent, is enough to form the chromium oxide layer at the steel's surface, rendering it stainless. A distinguishing factor between Type 304 and Type 316 stainless steel is that Type 316 also contains the alloying element molybdenum. Molybdenum reduces the tendency of chromium oxide layers to break down, therefore increasing the steel's corrosion resistance. Additionally, molybdenum benefits steel by increasing its strength at elevated temperatures. Adding molybdenum, however, requires the addition of more nickel as compared to Type 304. To understand why, it's important to understand the microstructure of various stainless steels. Imagine a cube in which the atoms are arranged at the corners of the cube, as well as in the center of each face of the cube. This microstructure is called face centered cubic (FCC) and is the structure of austenitic steel. Type 300 series stainless steels are austenitic. Oppositely, imagine a cube in which there are atoms at each corner of the cube, but instead of an atom in each face of the cube, there is an atom in the center of the cube. This microstructure is called body centered cubic (BCC) and is the structure of ferritic steel. During steel production, when a steel with BCC microstructure at lower temperatures is heated to high temperatures (above 1,670°F | 910°C), it will transition to FCC. As it cools, the steel will return to a BCC microstructure. However, some alloying elements will prevent the transition from FCC to BCC, while others promote it. Molybdenum is an element that promotes the transition, while nickel helps prevent it. Therefore, adding molybdenum requires additional nickel to keep the steel in the austenitic phase.
 
The "L" at the end of Type 300 series stainless steel grades such as Type 316L signifies "low carbon." Both Type 304 and Type 316 stainless steel have carbon contents of approximately 0.08 percent. L-grades stainless steel has carbon contents of approximately 0.03 percent. During welding, the carbon and chromium elements of 300 series stainless steels begin to react with one another, forming chromium carbide. Because the chromium is transformed into chromium carbide, there isn't enough chromium remaining in the steel to form the chromium oxide layer. This results in rust forming in the areas near the weld. By reducing the carbon contents in L-grade steel, the formation of chromium carbide during welding is hindered, and thus, lessens the chance for corrosion along welded joints. Accordingly, it's only necessary to specify L-grade steel for welded components.
 
As one of my mentors always used to say, "A true metallurgist responds to most metallurgy questions with, 'it depends.'" From the explanations above, you have likely noted the difficulties in assessing metal materials of construction. Because of this, industrial equipment manufacturers must assess applications on a case-by-case basis to ensure the equipment's success. Therefore, consult with process engineering expert before making equipment acquisition decisions.
 
Vortex, Salina, KS, supplies slide-gate and diverter valves, iris diaphragms, and loadout equipment for the dry bulk material handling industries.

Do you have more serious problems than worrying about your industrial marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

Read More

IEEE GlobalSpec and TREW Marketing 2019 Smart Marketing for Engineers Survey

Wed, Nov 28, 2018 @ 09:33 AM / by Chuck Lohre posted in Industrial Marketing, Marketing Communications, Process Equipment Marketing, Metalworking Equipment Marketing, Construction Equipment Marketing, Mining Equipment Marketing, TREW, IEEE GlobalSpec

0 Comments

Top 10 Findings

Industrial marketing trends for 2019


Do you have more serious problems than worrying about your industrial marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

Read More

Why Cat changed its machine branding, "Aggregates Manager" Magazine Article Review

Fri, Nov 02, 2018 @ 11:00 AM / by Chuck Lohre posted in Industrial Marketing, Marketing Communications, Process Equipment Marketing, Metalworking Equipment Marketing, Construction Equipment Marketing, Mining Equipment Marketing

0 Comments

Cat’s new “Modern Hex” trade dress design will give machines a new look.

Industrial-Marketing-Branding-1


Do you have more serious problems than worrying about your construction equipment marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

Read More

Industrial Blogging – An Underutilized Content Marketing Tactic

Tue, Oct 30, 2018 @ 08:21 PM / by Achinta Mitra posted in Industrial Marketing, Marketing Communications, Process Equipment Marketing, Metalworking Equipment Marketing, Construction Equipment Marketing, Mining Equipment Marketing, Achinta Mitra

0 Comments

Industrial blogging is usually not a favorite subject of discussion with my manufacturing and engineering clients.

blog_10252018_attribution

Learn more by visiting Industrial Marketing Today where this editorial was originally published.

(Thanks for the great summary of industrial marketing Achinta you and I couldn't agree more.)


Do you have more serious problems than worrying about your processing equipment marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

Read More

Metalworking Education for Marketers

Thu, Jun 14, 2018 @ 11:27 AM / by Chuck Lohre posted in Metalworking Equipment Marketing, Business to Business Marketing, B2B Marketing, B2B Advertising, Cincinnati Marketing Agencies, Equipment Marketing and Advertising, Business to Business Advertising, marketing agency

0 Comments

Metalforming Processes and Materials For Non-Technical Executives, Directors and Managers

June 19, 2018—Cleveland, OH - This seminar provides attendees with a fundamental understanding of metalforming processes and their capabilities, the common materials specified for these processes, and various types of surface coatings and treatments that metalformed parts may require. Attendees involved in such areas as purchasing, quality, sales and management will gain a clearer understanding of material specifications, properties, and process parameters and capabilities to better serve internal and external customers; to more accurately specify and purchase material, and improve troubleshooting, problem reporting and root-cause analysis.

Metalworking Marketing Education

Topics covered:
• Important industry terminology and meaning
• Dfferences between flatteners, straighteners, and levelers
• Difference between “sheet” and “strip” metals (it’s not what you may think)
• Differences between flywheel drive and servo drive presses
• Why surface hardness specifications are not the best indicators that the metal you order will work in production
• How to properly order sheet material to assure you get what you need
• How to deal with international material specifications
• How new higher strength automotive materials affect your business and plant operations
• Difference between reactive, preventive, predictive and proactive maintenance programs
• True cost of die maintenance
• Acceptable stamping burr (it’s much less than you think)
• How does welding, molding, plating affect the stamping process
• Different types of quality measurement tools and equipment
Presenter

Peter Ulintz, Director of Technical Training and Workforce Development, Precision Metalforming Association

Agenda
8:00 a.m. Breakfast
8:30 a.m. Presentation
12:00 p.m. Lunch
12:45 p.m. Presentation
4:30 p.m. Adjourn

Seminar Location
Precision Metalforming Association HQ
6363 Oak Tree Blvd.
Independence, OH 44131

Hotel Accommodations
Holiday Inn Cleveland South Independence
6001 Rockside Rd.
Independence, OH 44131
216-524-8050

Reserve your room online or call the hotel directly to make room reservations. Reference Precision Metalforming Association to receive a special rate of $99 plus tax.

Hotel includes a complimentary shuttle to and from Cleveland Hopkins International Airport (call the hotel upon arrival to arrange pickup). Hotel offers free self-parking and a shuttle will be provided to and from PMA’s headquarters.

Registration Information

Through June 8
$399 PMA members
$599 Nonmembers

After June 8
$499 PMA members
$699 Nonmembers

Breakfast and lunch is included with your registration.

For more information, please contact Marianne Sichi at 216-901-8800 ext. 150.

Upcoming Seminars
June 26-27
Sheetmetal Technology
Cleveland, OH
August 15-16
Transfer Automation
Toronto, ON
September 12-13
Stamping Higher-Strength Steels
Nashville, TN
October 2-3
Designing & Building Metal Stamping Dies
Cleveland, OH
December 5-6
Deep Draw Technology
Cleveland, OH
View all upcoming PMA events

Copyright 2018 Precision Metalforming Association, All Rights Reserved.
Precision Metalforming Association, 6363 Oak Tree Blvd, Independence, OH 44131

Read More

SMPS - CPSM Exam - Industrial Marketing Management

Sun, Dec 10, 2017 @ 10:37 PM / by Chuck Lohre posted in Marketing, Process Equipment Marketing, Metalworking Equipment Marketing, Construction Equipment Marketing, Mining Equipment Marketing, Business to Consumer Marketing, Business Development, Industrial Marketing Promotion

0 Comments

 

 

The last SMPS Markendium Domain puts it all together. Managing a Marketing Dept. or Agency Couldn't be Defined Better

Four years ago I learned about Hubspot and went all in. I really enjoyed the specific internet marketing knowledge that it demonstrated and clearly showed principals of a agency how to follow. We had them convert our site and did everything they suggested. We got one client to implement it and that has been a great success. Not so much for the agency. Face it, the internet is mostly marketers, you can't sell generic marketing in the internet, just like you would be a fool to hire a brain surgeon online. Myke Amend, our weg guru, recently created www.industrialwebdevelopment.com, specifically about web design and management. It worked great and we have signed two new clients. Myke followed the Google instructions to create a great website. They are light years past Hubspot. In fact, you can't do what Google suggests with Hubspot. We're still a Hubspot Partner and I'll continue participating because in spite of their lack of advancements, they are still a very good general best practices and agency management tools.

Hubspot told you to build it and they will come. The Society for Marketing Professional Services tells you to deliver the most fantastic service you can, find similar clients and sell them the same type of work. To grow sell new services to existing clients. If that is successful, try selling it to other clients. it that simple. 

The management part of it is simple too. Clearly define marketing activities and their objectives that you can measure. I'm looking forward to defining what we're good at, adjusting for each of our personalities, and implementing SMART goals next year - Specific, Measurable, Actionable, Relevant and Timely.

 Industrial Marketing Management.jpg

 

Industrial Marketing Management Case Study Activity

This Case Study Activity allows you to reflect on and apply the key concepts that you learned in this Domain to a real-world scenario. Each Domain includes a scenario about the same organization, Gilmore & Associates. The scenario is presented to you, followed by several questions. You can also elect to view the recommended solutions/ responses for each question posed, which are located on the next page. This case study can be studied in many ways:

• You can individually reflect on the questions after reading the scenario, and write your own notes/responses to each question. You can then check your ability to apply the key concepts against the recommended solutions/responses.

• You can pull together a small group and use this scenario to drive a discussion around the challenge and to discuss solutions as a group.

• You can combine a selection of the case study activities (across the Domains) into a larger scenario-based activity as a part of a professional development event.

Thanks in large part to your efforts as the marketing coordinator, Gilmore & Associates has successfully transitioned into a new market. The firm used to only be known for designing K-12 educational facilities, but with a few high-visibility retirement community projects under its belt, it's begun to establish itself as an expert in this niche of older adult healthcare.

Firm leadership has recognized your role in this transition by offering you a management position. You agree to take on the responsibility of coordinating the efforts of staff and consultants to accomplish marketing goals and objectives, and ensure that every step in the sales process-from BD to writing a proposal-continues to run smoothly.

1. What are some processes that you could put into place to ensure the best possible outcomes for your marketing staff's performance?

2. What should be included in a pipeline report to help you track activity, hold your team accountable and ultimately help your firm reach its annual growth goals?

3. You notice that many members of your team express discomfort with their BD role. How can you create a training program that will build the skills that they need to develop more confidence in this role?

4. One of your team members has decided to go back to school to study nursing and you need to hire someone to fill the open marketing associate position. What · can you do to make your firm an appealing choice to job seekers?

5. What steps can you take to promote a firm-wide BD culture?

Answer Key

1. What are some processes that you could put into place to ensure th􀀡 best possible outcomes for your marketing staff's performance?

• Set clear expectations. Measure each staff member's knowledge areas and skill sets, and, based on those results, develop metrics by which they will be evaluated. Also encourage them to gain additional training and certifications, where needed.

I look forward to doing this with my guys. It might be cold calls by me, search engine optimization by Myke and we'll firgure out something for Rob to do. He's so shy.

Provide opportunities for your staff to find a mentor or coach. These relationships can greatly enhance their professional development over both the long and short term.

I'm afraid I'm all they have!

Establish clear lines of communication and provide regular feedback. Have regular team meetings about current and planned activities, as well as more informal one-on-one discussions about how each person is performing.

We'll have these meetings each month after we have put our "New Business" hours into the database.

Help them to develop a PDP that identifies a path for their individual professional development within the organization.

This will be fun. I'm lookng forward to seeing what Rob and Myke see as a management path.

2. What should be included in a pipeline report to help you track activity, hold your eam accountable, and ultimately help your firm reach its annual growth goals?

Information about each lead, including which staff member brought it to your firm's attention, which staff member will head follow-up activities and whether the lead is a previous client or a prospective one

We already have a good database to fill out. Putting numbers on it will help. We can use the "Estimate" field for this.

Information about the market and service sector that potential new work is associated with 

I've been wondering where we're going to get that info. The aggregate mining publications publish market trends. I think the chemical industry does as well.

A rough approximation of how much revenue that the project might bring into your firm and how much it will cost to pursue it 

We can put some numbers on this.

How likely you are to win the work based on what you know about the opportunity 

We can easlily guess this as well.

3. You notice that many members of your team express discomfort with their BD role. How can you create a training program that will build the skills that they need to develop more confidence in this role?

Recognize that some people will never be completely comfortable demonstrating a particular skill-for example, speaking in public or writing proposals. Encourage your staff to focus on enhancing skills within their natural abilities and comfort zone. However, be sure to differentiate between people who will always hate networking (or some other skill) and those who just need more training to succeed.

Rob can give us all a primer on Adobe Applications.

Conduct a training needs assessment via observation, individual interviews ;and group. questionnaires to determine in what areas your team is strong and where they could use additional instruction.

This will be fun. I'll have to pay them to go to Dale Carnegie but that's Ok.

Develop a regular schedule of training opportunities. Include both formal and informal (e.g., lunch and learns) training opportunities at appropriate frequencies.

We'll be going over this study guide for most of 2018.

Make sure that the training sessions are hands-on and simulate the real world. For a training session on proposal writing, have participants write a sample proposal. For one on interviews, conduct a mock interview.

We can all do this in our sleep.

Create a maintenance plan so that the training schedule is not dropped once your employees attend the initial sessions. For long-lasting improvement, people must have regular opportunities to practice learned skills. 

American Marketing Association was one group a fomer employee was active in and did serve on the board. Nothing came of it.

4. One of your team members has decided to go back to school to study nursing, and you need to hire someone to fill the open marketing associate position: What can you do to make your firm an appealing choice to job seekers?

• Offer to help HR develop attractive and well-written job announcements for various mediums.

• Know what motivates the people who will be searching for a job in your industry-this includes an interest in the work, opportunity for growth, a sense of accomplishment and earned recognition-and tailor your recruitment announcements to address these needs.

• Consider the target audience for the job opening. A marketing associate is an entry-level position, so your candidates are more likely to be recent graduates in the Millennial.Generation than Baby Boomers.

• Make sure that your web site is up-to-date and attractive, and that the "Apply for a Job" tab is easy to find from the home page.

• Consider setting up a booth at college career fairs. Sell the culture of your firm at the booth and select staff that will relate well to Millennials.

All great ideas. We need to have more about the culture of the company online. It';s not like we don't do many extra off line activites.

5. What steps can you take to promote a firm-wide BD culture?

• Recognize that it takes time for BD efforts to show obvious pay-offs and encourage your staff to view the development of client relationships as a long-term and continuous effort, as opposed to a task that is only done when the firm needs new business.

• Include sales training in your firm training program so that your team develops good selling habits.

We're going to have  great 2018!

 

Contents

1. Supervise Marketing and Support Staff

1.1 Define Roles, Joo Descriptions, and Expectations

1.1.1 Structure :Your Department

1.2 Establish Performance Outcomes, Expectations, and Metrics

1.3 Identify Training and Professional Development Needs

1.4 Provide Mentoring and Coaching Opportunities

1.4.1 Mentoring

1.4.2 Coaching

1.5 Have Regular Team Meetings

1.6 Help Staff Create a Personal Development Plan (PDP)

1.7 Conduct Performance Evaluations

1.8 Key Terms

2. Develop an Internal Marketing Communications Program

2.1 Track and Communicate Relevant Information

2.1.1 Pipeline Report.

2.1.2 Track Upcoming Industry Events

2.2 Establish Regular Meetings with Stakeholders

2.2.1 Create an Agenda

2.2.2 Distribute a Detailed Report

2.3 Create Awareness of Company's Services/Offerings for Cross-Selling

2.4 Key Terms

3, Develop, Implement, and Maintain Information Management Systems

3.1 Conduct a Needs Assessment

3.2 Select a System

3.3 Develop an Implementation Plan

3.3.1 Build Company Buy-In

3.4 Develop a Maintenance Plan

3.5 Develop a Customer Relationship Management (CRM) System

3.5.1 Select a CRM System

3.5.2 Outline the Data to Be Housed in the CRM

3.5.3 Implement the CRM System

3.5.4 Maintain the CRM System

3.6 Key Terms

4. Conduct Marketing Training Sessions

4.1 Establish Outcome/Competency Alignment for Marketing, Business Development (BD), and Sales Positions

4.2 Conduct a Training Needs Assessment

4.3 Identify Training Resources

4.4 Develop a Schedule/Calendar of Training Programs

4.5 Evaluate and Refine Programs

4.6 Key Terms

5. Attend Professional Development Activities

5.1 Identify Expectations for Staff Involvement

5.2 Identify Organizations to Participate In

5.3 Train Staff to Network

5.3.1 Information Sharing

5.3.2 Keep in Touch

5.4 Develop Your Professional Network

5.5 Assess the ROI of Participation

5..6 Key Terms

6. Recruit Personnel

6.1 Coordinate with HR

6.2 Write Job Descriptions

6.3 Highlight Your People

6.4 Promote the Job Opening

6.4.1 Assess Your Results

6.5 Market Your Firm as the Most Attractive Choice

6.6 Look to Other Sources of Talent

6.7 Key Terms

7. Comply With Business and Accounting Principles

7.1 Know the Benefits of Understanding Financial Information

7.2 Learn the Basics

7.2.1 Charge-Out Rate

7.2.2 Target Multiplier (aka Charge Multiplier) 7.2.3 Net Multiplier

7.2.4 Overhead Rate

7.2.5 Staff Utilization Ratio

7.2.6 Current Ratio

7.2.7 Net Profit Ratio

7.2.8 Accounts Receivable Collections

7.2.9 Financial Statements

7.2.10 Tracking Backlog

7.3 Understand the Project Lifecycle

7.3.1 Getting the Project

7.3.2 Doing the Project

7.3.3 Finishing the Project

7.4 Understand Basic Contract Principles

7.5 Key Terms 

8. Promote a Firm-Wide BD Culture

8.1 Develop and Implement Strategies to Advance a BO Culture

8.2 Understand Models of BO Cultures

8.2.1 Valley of Death

8.2.2 Sales Success Cycle

8.2.3 Rainmaking System

8.2.4 Performing BO during Project Execution

8.2.5 Building Relationships

8.2.6 Internal Marketing Examples

8.3 Define Roles, Responsibilities, and Training across Firm

8.3.1 Marketers

8.3.2 Technical Staff

8.3.3 Senior Management

8.3.4 Nontechnical Support Staff

8.4 Assess and Develop BO Talent

8.5 Key Terms 

If you would like to do the right thing, give me a call for lunch and a...

 Complimentary Green Building Consultation

Read More