Over the past 10 – 20
years, anyone who has been involved in selling into B2B markets has been
inundated with information on how one can (or should) sell using the latest
technology. Emails, letters, texts,
social media messaging, etc. have been promoted as the “sales tools of the
future.”
This past Thursday and
Friday, while attending our client’s (Portfolio Reinsurance) annual sales
meeting, I was reminded how critical “old school” selling is and how the latest
techniques can only supplement the proven “old school” way of acquiring a
customer.
This sales meeting was
primarily run by two experts in the area of automotive dealership F&I (finance
and insurance) operations, Greg Hoffman and Graye Wolfe. Greg and Graye are both Managing Directors of
Portfolio, and each is an outstanding businessperson, having been high
performers throughout their careers. These
two gentlemen have a strong track record of successfully closing very
high-ticket transactions, and during the meetings, both Graye and Greg emphasized
that their use of “old school” selling approaches have long been a key to their
success. Some of their techniques are
well worth noting, and remembering:
If
selling a large-ticket item, or an ongoing business relationship, the process
is personal. Whenever possible, visit
with the customer or prospect in person, and have a face-to-face
discussion. Email and texts, letters, and
even phone conversations are great communications tools, but they will never
replace the connection, and the nuanced and clear communications, that can be
realized by meeting with someone in person.
And remember, most prospect’s Inboxes are loaded with emails. Similarly, many of your prospects are
inundated with text messages.
When
possible, fully address the points of a transaction or business relationship
that might be contentious. If these
elements are going to be barriers to doing business, you are doing the prospect
and yourself a disservice by not getting that information on the table as soon
as possible. No one enjoys discussing
what might be an uncomfortable subject, but the sooner it is addressed, the
better for all involved.
At
some point in the sales cycle, one must determine whether the prospect is going
to become a customer…ask for the order, or the commitment. I believe that most who sell for a living, at
one time or the other, have hesitated to take the actions necessary to find out
whether a prospect could be (or was going to be) a customer or not. This hesitancy is probably based on a core
fear that the answer is actually going to be “no.”
Now, I am not naïve enough
to think that one can rely strictly on selling to successfully move their
products or services over the long term.
Marketing has always played a key role in the whole “making a customer” process,
at times even serving to predispose the prospect towards your sales message
prior to a meeting. Today, a company has
many new options for marketing success – digital advertising, social media
(particularly LinkedIn®), email marketing, Search Engine Marketing (including
Pay-Per-Click Google ads), e-marketing/retargeting advertising, e-newsletter
and website advertising, emailing, texting, etc.
However, even in the area
of B2B marketing, certain “old school” techniques can be very effective, when
combined with some of the new marketing techniques.
Print
advertising, creatively developed and placed in carefully selected trade
publications, can often help garner attention, build a brand, and elicit a
prospect response.
Because
the volume of B2B direct mail has been reduced (mostly replaced by less-expensive
email), a well-concepted, written, and designed direct mailer can stand out in
a manner that gets noticed.
Carefully
crafted letters, professionally produced, can also get attention that an email
cannot.
So,
while anyone who is selling or marketing into the B2B space should be
conversant in all of the new marketing and sales tools at their disposal, one
should not forget the many proven “old school” techniques. Using these techniques in conjunction with modern
marketing and sales tools, can add to the effectiveness and efficiency of your
overall sales and marketing efforts.
On August 4th, Triad will celebrate its 25 years in business. This milestone has made me think of the many people whose efforts have contributed to the development and sustaining of this organization. Over the next three weeks, I will be highlighting 25 people who have played key roles in Triad’s history.
Limiting the number of people that we acknowledge to 25 has been particularly difficult, and I certainly want to thank all of the people with whom Triad has worked – employees, clients, and suppliers who are not specifically mentioned. Without your support, this agency would have never reached this very significant anniversary.
Creating a new identity for a well-respected company is always a daunting task. However, working with Kenny Wood, the president of the company, and Whitney Bouterie, the marketing director, the task was a very satisfying venture. Both Kenny and Whitney clearly communicated their thinking in a manner that allowed the Triad creative team to focus in on answers that both reflected the true nature of K&B and was motivational to the company’s various markets.
Whitney Bouterie
This branding assignment extended to a wide range of marketing tasks, including advertising development, literature creation, public relations efforts, and a wide range of digital activities. Through each and all of this work, we could always can count on the candor and cooperation of Whitney and Kenny.
Honest and forthcoming, and aware of the power of marketing for their company, Kenny and Whitney have been significant contributors to this agency.
Contributor #11 – Don Vogelsang – General Manager of LEWCO Drilling Equipment
Don Vogelsang
The LEWCO product line begin with high horsepower mud pumps used in oil and gas drilling applications. At the time LEWCO was being formed, industry giant National Oilwell Varco (NOV) had over 80% market share in high-horsepower mud pumps. Don launched the LEWCO line of mud pumps based on 5 characteristics that made them superior:
The LEWCO pump sported a fabricated and machined
crankshaft that was inherently balanced.
By comparison the NOV pumps used “wobbly,” failure-prone cast
crankshafts. LEWCO pumps ran so smooth
that one could balance a quarter on their decks while they were running at full
horsepower.
All LEWCO mud pumps employed more bearings than
the competition, and the bearings used on these mud pumps were of the highest
quality.
LEWCO mud pumps featured pump-driven
lubrication, which was superior to NOV’s dated gravity system.
The LEWCO mud pumps also featured alloy steel
gears and pinions for long life, a very big improvement over the mild steel
gears and pinions found on the NOV mud pumps.
All LEWCO mud pumps were pressure tested at full
horsepower, a first in the industry.
Don allowed Triad the freedom to campaign the marketing
effort for the mud pumps, with consistent focus on these 5 key points of
difference.
After three years of aggressive sales and marketing efforts,
LEWCO had garnered in excess of 60% market share in high horsepower mud pumps.
Don was a great client for whom to work – he was open in the
level of input he provided, he was willing to take chances, he was aggressive
in his approach to the market, and he listened (while not always
agreeing).
All of Triad liked, and more importantly, respected Don
Vogelsang.
Contributor #10 – Bob Brown, Owner of Berry-Brown Advertising and Mentor
Bob Brown
Bob was one of those unique people who, while being very talented, never took himself too seriously. While he was quite capable of making a point when a change was needed in some area of the Business Group, he was able to make his point while allowing the person’s sense of dignity to remain intact. I can still remember how everyone at the Business Group would absolutely light up when Bob would visit.
I owe a great deal to Bob Brown, and I was lucky enough to have been able to tell him as much. Being somewhat self-effacing, Bob sort of brushed off my comment, but I believe that deep down he understood how I felt about him.
Contributor #9 – Ryan Bonner, Alcoa Fastening Systems (now Arconic Fastening Systems)
Ryan Bonner
Ryan is an absolute fastener marketing maniac. He understands the technology of advanced engineered fasteners and the many factors and considerations that drive the specification and purchase of these specialized products.
Until recently, Ryan operated out of a company office in Indianapolis. We would normally meet in person in our offices once a month, although sometimes the meetings were held in Indy. Those meetings would usually include 20+ agenda items, and together we would plow through them in a focused and efficient manner. Ryan was one of the special clients who always liked a good idea. Several of those ideas were award winners that delivered outstanding results. I think Ryan and Triad both take pride in those efforts. However, there were times when we would present something that Ryan didn’t particularly like, and his usual response was, “Well, I don’t hate it.” Hearing that response always told us to go back to the drawing board.
Alcoa (and Arconic) Fastening Systems was a great client for Triad for many years, and Ryan had a great deal to do with that fact. So, he is, indeed, a key contributor to our 25 years.
Contributor #8 – Carlos Kenda, Client and Friend
Carlos Kenda
If you want to know where the oil and gas industry is going from a drilling and production perspective, one conversation with Carlos would clear any questions you might have. From his days of building NOV’s operation in China to meeting the needs of today’s artificial lift industry with wireless monitoring equipment, Carlos is one of the oil and gas market’s true leaders.
Carlos is, indeed, a man of the world, with contacts throughout the Far East, the Middle East, and even in former Iron Curtain countries. His international connections are so broad, Julie Gardner (former creative director at Triad) termed Carlos, as an “international man of mystery.” Today, Carlos’ company, Bright Automation, is setting new standards for reliability in wireless pumpjack monitoring equipment. He saw a market need based on cable issues associated with conventional measurement equipment and applying the latest in solar-powered wireless technology, provided a reliable, cost-effective solution.
More than an outstanding businessman, Carlos is a great friend and supporter of Triad. More than once he has introduced the agency to people who became clients. And on a personal note, one of my favorite things is dining with Carlos at Perry’s in Houston. Carlos does know how to enjoy the finer things in life.
Contributor #7 – Gary Bradbury and Bill Prikryl “The Old Men of Triad”
Gary Bradbury
Bill Prikryl
Both Bill and Gary were looking to provide 3 – 4 more productive years before they took retirement. I knew Gary from his days as a Senior Account Director at Berry-Brown Advertising, and Bill… well, he was my brother, so I knew him reasonably well.
Bill handled the PR, media buying, and database marketing effort for the agency, adding a level of detail and sophistication to these areas. Gary served a wide range of functions including account service, production management, and traffic. Both Bill and Gary were active members of the company’s management group.
These two were both hardworking and strong in their belief in the future of Triad. Gary has moved into a very good retirement, and Bill passed away several years ago. However, both of them will be remembered for their contribution to Triad.
Contributor #6 – Julie Gardner, Creative Director
Julie Gardner
In 2004, it became apparent to me that Triad needed to “up” its creative game. We had always been a very strong marketing agency, but I felt that to continue to grow we needed to bring our creative services in line with our marketing expertise. Julie Gardner was the key to meeting that objective.
Julie came to Triad from a B2C background, having most
recently worked for Travelocity. I made
it clear to her at the outset that she was walking into a very different
creative world. As was her style, Julie
jumped into the Triad creative effort with both feet. The quality of the agency’s creative product
improved significantly, and before we knew it Triad was winning numerous awards
for the work it produced.
Julie was much more than “just a creative person.” She understood the agency business and was
particularly beneficial in the area of client relationships and new business. She also served on Triad’s management team for
a number of years, adding a different perspective to the operation of the
agency.
Contributor #5 – Waynette Ray, Account and Office Manager
Waynette Ray
Waynette joined Triad in the early 2000s, bringing with her a much more sophisticated approach to our accounting process. Through her 13+ years at Triad, Waynette played a number of roles within the company…in addition to her primary financial role. Waynette often assisted in production and traffic management, and even provided some back-up account management services. In addition, she served on the Triad management team for a number of years.
While a very serious businessperson, Waynette would surprise you with her sense of humor and willingness to move out of her own box.
After having worked together for more than 13 years, Waynette and I sometimes (rarely) had our differences, but I always knew that I could count on her best efforts, her integrity, and her loyalty to Triad.
Triad had been working with Fibergrate Composite Products
for a year when Marty Mauer came on board as Director of Marketing. After the company was sold to Cortech (a PE
firm), the account really took off. I
remember at one time, Susan Worthington, who was the AE on the account, had 27
active jobs on the roster. These jobs,
most of which were multi-page literature projects, could not have been
completed in a quick and efficient manner, if Marty had not driven the projects
internally.
A newly minted MBA, Marty was a great combination of
professionalism, competency, and self-effacing modesty. One could not ask for a better client.
Contributor #3 – Dan Eckermann, LeTourneau Technologies
Dan Eckermann
We began working with LeTourneau’s Mining Group, which
manufactured the world’s largest front-end loaders. What a great product line to market!
Soon after, we began working with the Marine Group, which
built the first offshore rig and was the market leader in jack-up rigs. Then in 2003, LeTourneau formed the Drilling
Equipment Group, which also became a client.
In 2006, Triad had the opportunity to brand the entire group of
LeTourneau companies, which turned out to be a very rewarding effort.
One quick story that speaks volumes to the quality
managerial style and quality of Dan. In
1999, our contact in the Mining Group was becoming increasingly difficult,
playing games and beating up our account executive on a regular basis. It seemed that the more our AE worked to
satisfy this client, the worse the situation became. After I learned the details, I immediately
called Dan to ask for a meeting. That
evening I drove to Longview to meet with Dan, who stayed late to see me. After spelling out the details of the issue,
I told Dan that we were a young organization, and it would be difficult to turn
our back on a great account like LeTourneau, but I was prepared to do just
that.
I didn’t have to…Dan accurately read the situation and
immediately took steps to remedy the situation.
Triad worked another 9 years with LeTourneau prior to its being sold to
Joy Global.
Today, Dan remains a good friend.
Contributor #2 – Geralyn Harvey, Miltronics
I had significant experience in the instrumentation business, having worked for a major measuring device company, TN Technologies, for a number of years prior to starting Triad. Since I was contractually obligated to not work with TN Technologies, I started out by searching for a similar instrumentation company. I found one in Arlington, TX, Miltronics. The director of marketing at Miltronics was Geralyn Harvey. Geralyn was not only a very savvy B2B marketer, but also a great person with whom to work.
Triad worked with Miltronics for several years, and even produced our first digital program for this client in 1995…a touch-screen activated, interactive instrumentation selection program housed in a kiosk. We developed this program for the 1995 Instrument Society of America Show in New Orleans. I remember all-too-well working with a programmer in a steamy tradeshow venue (the AC is always turned off during set up), just trying to get the device working properly. Eventually, we prevailed, and our interactive program was one of the hits of the show.
Geralyn eventually was married and moved to Seattle. I have yet been able to locate her and thank
her for believing in this young, start-up agency.
Contributor #1 – Rhonda Anderson and Susan Worthington
Rhonda Anderson and Susan Worthington
So, I am beginning with two people listed together as the agency’s first contributor…call it poetic license.
Rhonda Anderson
Rhonda was Triad’s first employee (albeit part-time initially, before moving into a full-time role). Having moved over to Triad from a small printing shop she owned with her husband, Rhonda covered a number of functions for the start-up agency – accounting, production management, and general operations management. Rhonda’s ability and willingness to take on a number of jobs, combined with her positive outlook, made her an outstanding asset for the company.
Susan Worthington
Susan Worthington had worked for me when I operated Berry-Brown’s B2B division, The Business Group. From my time working with Susan at The Business Group, I knew that I could count on her to provide a high level of quality and responsive account service. Early Triad clients knew that they could count on Susan working on their behalf…always able to be counted on to do what she said she would do.
An Aside…
Triad started with my occupying a single office in an executive suite. When Rhonda was hired, I rented another office, which Rhonda later shared with Susan. According to Susan, “We didn’t get a lot of work done, but we did get to know each other well.” Susan was right about getting to know each other well, but wrong on her “work” comment. In reality these two played a great role in helping Triad to get off the ground.
The story of SEO (Search Engine Optimization) is intertwined with the evolution of the modern search engine. The history of SEO is the history of the search engine, the devices we use, and the internet itself.
Pre-Internet
30 BCE
The Great Library of Alexandria burns to the ground. The destruction of the library erased untold knowledge collected from around the world.
1945
Director of the Office of Scientific Research and Development Director, Dr. Vannevar Bush, proposes a common record. A collection of data and observations to be amended, improved, and revised to reflect current knowledge and understanding, a singular compilation of all contemporary knowledge. A radical idea prior to the internet.
The Pre-Google Internet
1990
McGill University student Alan Emtage creates Archie, progenitor of the modern search engine.
1993
Stanford students create Architext, the first search engine to sort search engine result pages (SERPs) by keyword density.
Website owners can manually submit their sites to ALIWEB for search engine indexing.
Search engines begin using web crawler robots to sift website content for indexing.
1994
Search engines begin to resemble how they look today (AltaVista, Lycos, Yahoo!).
Protective foam equipment seller Greg Boser begins researching how to optimize his website to increase traffic and drive sales.
1996
Google co-founders Larry Page and Sergey Brin start building BackRub (Google), a search engine that emphasizes backlinks as website ranking criteria.
1998
Google goes live.
The Wild Frontier of 90’s SEO
Early search engine ranked website pages based on the amount of times the queried search term was found on the page. This led to people stuffing their web pages full of often-searched keywords. This practice overflowed into excessive meta-tagging of pages. Many optimizers also engaged in churning out spammy, low-quality backlinks to improve their SERP position. These bad practices were specifically targeted by Brin and Page as they developed Google. Their new search engine would rank websites based on keyword relevancy AND content quality.
2000 – 2002 SEO’s Intermediate Years
This time period was a struggle as search engine developers looked for ways to guide and motivate website owners to optimize their content the right way. Google labored to separate advertising from the function of the search engine. They provided guidelines on how to optimize website content the right way. This is commonly referred to as “white hat” SEO. However, without ranking penalties for bad behavior it did little to allay exploitative, “black hat” practices.
The Rise of Google
2003
Google algorithm update Florida institutes penalization for keyword stuffing.
2004
Google makes its first step towards voice search by combining customized urls with telephone calls.
2005
Google, MSN, and Yahoo! unite to reduce spam links and website comments by instituting NoFollow link attribution.
2006
Google launches Google Analytics, Google Webmaster Tools (Search Console), and purchases YouTube.
Search engines universally adopt XML sitemaps (search engine bot sitemaps).
2007
Google Universal Search arrives adding news, images, and video to web search results.
2008
Google Suggest (autocomplete) beings showing search suggestions based on aggregated data.
2009
Microsoft’s search engine, Bing, launches.
Bing and Yahoo ally to combat Google’s 70% US search engine market share.
Expanding Search Results
2009
Google begins delivering real-time search results including breaking news and social media posts. SEO became a concern for journalists and social media managers.
2010
Google announces site speed is a ranking factor.
Bing and Google further integrate social media by showing related social media posts in the SERPs and assigning PageRank (measure of link’s relevance and authority) to frequently linked profiles.
2011
Google’s Panda update course corrects its algorithms to downplay ad-riddled content farms specializing in frequent, high quantity/low quality content posting.
2012
Google introduces enhanced search feature Knowledge Graph, focused on search intent and semantics often displayed in knowledge panels, carousels, and boxes.
Google Penguin update penalizes web pages with spam links that do not complement the page’s H1 (header).
Above the Fold update begins penalizing sites with heavy advertising in the above-fold area.
2013
Google Hummingbird update better interprets conversational language used in mobile and voice search.
2014
Google Pigeon update improved map and local search queries by implementing the spelling correction, synonym, and knowledge graph features of other search functions.
Moving Beyond the PC
2015
Google mobile update begins penalizing mobile unfriendly websites and pushing websites towards responsive design.
2016
Google introduces Accelerated Mobile Pages (AMPs), resource-light pages designed to instantly load content on mobile devices.
2018
Google begins mobile-first indexing.
SEO in 2018 and Beyond
Contemporary SEO is About the User.
Every Google update is focused on providing a better experience for the user. You can do five things to please the people and the robots.
Provide quality, original, updated content
Recognize what searchers want and give them more of it
Design your website for the best user experience possible on all devices
Make your website and changes easy and straightforward for spiders to index
Link your website to relevant, high-quality websites and disavow bad links
Check Here for more information about the digital services Triad B2B Agency offers. Or, get in touch with us directly by Email or Phone 214-953-6223.
I got my first job in advertising as the result of a college paper I’d written. It was about a scene from Shakespeare’s “Henry IV Part 1,” where Falstaff — not scared to be a coward — is questioning the whole concept of “honor.” I was there, interviewing for a job any young writer would die for, with no experience, no advertising credits in college, and no advertising portfolio.
Little did I know, I was talking with a local legend in Dallas advertising: the late, great Les Gibson. I would come to have a lot of good stories about him in later years.
“It’s good writing,” he said, when he finished reading my paper. “But what do you know about advertising?” Part of me felt frozen. Was this my Falstaff moment? Should I stay and fight? Fold up and disappear? Or try to talk my way through it?
“I’ve never had the chance to write an ad, but I’m willing to learn,” I found myself saying, not sure what he would make of the answer. But a thought seemed to cross his mind, he got up from his desk, told me to hang on, and disappeared down the hall. A few minutes later, he returned with various objects and papers in hand – a bar-code reader, some pictures of software screens, and a painted porcelain eagle.
“Three spec projects, if you want to take a shot,” he said, laying the items on top of his cluttered desk. “The bar code reader reads bar codes, and this model is the newest and smallest one. The software needs a name and an ad written. The eagle is for an ad in The Reader’s Digest. Call me next week and show me what you’ve got.”
I left the interview feeling equal parts excitement and fear about the speculative “test” work I had just been given. I wasn’t really sure where to start! So, I did the only thing I knew to do at the time: I looked for answers in books. I bought a hardbound classic called Ogilvy on Advertising at the local bookstore that afternoon, and read it cover to cover, including captions, that evening. It was a joy to read, and it told me everything I needed to know that day.
I called Les the next morning to say I had the ads ready
He told me to come in. “Let’s see what you got.”
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Les smiled when he saw the first headline, then took a red pen to my copy. “You’re missing something, here,” he said. “Something important. If you want to write copy, it’s one thing you can never forget.”
Then he said something else unforgettable: “I’m rolling the dice here, but I’m willing to take a chance on you.”
Here are some advertising lessons I learned that day
Don’t let a lack of experience stop you from pursuing your goals. If you think you can do it, you probably can.
You can learn what you need to know quickly, if you look in the right places.
Work is always best when it’s fun, so make it that way.
Seize opportunities, they are important.
Show your enthusiasm. It’s the only way others will see it.
Put time on your side; you might need it later.
Let people know your interest – that’s the first step in collaboration.
Apart from headlines, photo captions are the most-read part of an ad.
Give young people a chance. There’s a first time for everything and everybody.
I was amazed, when in college, by how many of my peers knew what their major would be while in their freshman year! I did decide, but even today I find myself fascinated by so many areas of discipline and enjoy exploring new realms that I joke I have yet to decide what I’ll be “when I grow up.” When you approach new opportunities and possibilities in this way, it is not unusual to experience resistance and skepticism by those who have trained and studied in a specific discipline. I strongly believe the ability and desire to learn new things are paramount to happiness and fulfillment, and contend any organization that embraces this perspective is better off for five main reasons.
“Where all think alike nobody thinks very much.” – Walter Lippman
Reason #1: Shake Things Up a Little
When you are watching a play unfold in front of you – whether football or theatre – you are able to see a wider perspective. The trick is to not approach your fresh perspective as Monday Morning Quarterbacking, but in fact to challenge the way things have always been done with appropriate reverence for foundational principles. Insiders may be too steeped in the organization’s past practices to envision new approaches, and therein lies the outsider’s value.
Reason #2: Excuse for Asking Questions
I cannot tell you how many times I have spoken up to ask a “stupid” question when everyone else acted like they understood … only to discover many people didn’t understand, but were hesitant to unveil their ignorance. When you have been in an environment long enough, it is often viewed as unacceptable to ask a very basic question. When you are an outsider, it is expected. Take advantage of this and ask those questions! By doing so, you are giving others an opportunity to learn something they were supposed to have known all along.
Reason #3: Apply “Foreign” Principles
When I worked for General Motors, the Japanese methods of continuous improvement were embraced – Kaizen means “change for the better.” This constant, continuous improvement is a mindset that can be applied anywhere, at any job.
This works not only for principles and philosophies, but sometimes tools and techniques. What works at a law firm to improve processes may also work at an advertising agency.
Bringing someone on board from another industry or profession is practiced all the time … it’s called Consulting!
Reason #4: Brainstorming
In order to truly brainstorm, everyone must agree there are no bad ideas. This is a tough one, though, when an outsider doesn’t have the same background as most of the team and doesn’t speak the same “language.”
A team that truly embraces brainstorming will encourage participation by EVERYONE … especially those with varied experience.
Mark Strand, captured these feelings in the opening lines of his poem, Keeping Things Whole. “In a field, I am the absence of field. This is always the case. Wherever I am, I am what is missing.”
David Burkus, a Forbes contributor, put it this way:
“As individuals grow in their expertise, their opinions about what won’t work may grow because of past experiences trying similar ideas and failing. Those with enough expertise to generate an idea, but not enough to dismiss it untried, end up testing more ideas and, even though most still fail, every once in awhile they discover an untried idea that leads to disruptive innovation.”
I have enjoyed the opportunity to be a “connector” through my exposure to and experience in various industries. For example, a client looking to trademark their branding appreciated the fact I could connect them with an intellectual property attorney. A diverse set of competencies and backgrounds can also provide a unique perspective to identify opportunities to enter new markets, target a different type of client, and develop professional relationships and cooperative agreements.
I guess I will always be an outsider of sorts. I am thankful for the discomfort in order to enjoy the benefits.
An effective company must have a strong foundation of principles on which it is built, principles that will ultimately define the company.
When we mindfully apply our core principles, we can be assured that we are moving our business in a direction that is aligned with our goals.
We have Five Guiding Principles that form the basis of our company:
The First Guiding Principle is that Our only limits are those we impose on ourselves™. These words have become more than a motto for Triad. It is a belief system. We as an organization are focused on pushing through any possibly self-limiting barriers, which will fuel our improvement as a marketing agency.
Our Second Guiding Principle is based on our specialization in B2B marketing. This specialization plays a key role in assuring that we serve as an effective B2B agency for our clients.
The Third Guiding Principle is based on our “client-centric” approach to business. Our team is fully focused on meeting our clients’ marketing needs. Supportive of this principle, we see our success being reflective of our clients’.
Taking a serious, non-frivolous approach to our clients’ marketing efforts is the Fourth Guiding Principle comprising the foundation for Triad. We understand the impact that an effective marketing program can have on the sales success of our clients, and our efforts are directed by that understanding.
The Fifth Guiding Principle, and perhaps the most important of the all, is the belief that the most important job of B2B marketing is supporting the client’s sales effort. Whether it’s selling a company’s brand, a product, a service, or a point of view, the first job of B2B marketing is to sell.
For Triad, identifying our Five Guiding Principles has been a key to our development as a company. The better we define what we are as a company, the better we execute as a service provider to our clients.
However, we fully understand that being fully aligned with company principles will always be a journey, not a destination. So, every day, we follow our Five Guiding Principles in working to improve on the services we provide our clients as well as the overall operation of our company.
We’ve all heard, “actions speak louder than words.” So, why do people spend so much time talking about doing and so little time actually doing?
Robert Brault put it best, “the first requirement in taking a step in the right direction is to take a step in some direction.”
Similarly, an old boss of mine emphasized having a “sense of urgency” for getting things done.
It’s one thing to come up with a great idea and talk about it, but putting that idea into action is a whole different issue. Making that idea come to life requires real work. The successful people I’ve known in my career are diverse with a wide range of professional qualities. But, the one characteristic they share is the drive to work and make things happen.
It’s easy to talk a good game and pontificate great theories. But it’s far less effective than making an even mediocre idea work.
To sum it up in the words of Lord Edward Herbert, “the short answer is doing.”
Follow these quick tips to help your press releases get picked up by the media.
1. Create a Press Release Template
Find or create a template for your press releases. Using a template ensures your press releases look professional, branded, and cohesive. A journalist is more likely to pick up your press release if it looks professional. A press release template will also keep you from forgetting or incorrectly formatting information in your press release.
2. Front Load Important Information
Journalists don’t have time to read your press release word for word at first viewing. Load all the important information in the first paragraph to make it easy. A journalist should be able to answer the quintessential six questions after reading the first paragraph. Make sure you first paragraph answers:
Who
What
When
Where
Why
How
3. Insert Key Stakeholder Quotables
Executives
Project Leads
Excited Customers/Recipients
Providing great quotes up front can give you a leg up on the competition when it comes to press releases. Add quotes from people key to the story, internal and external stakeholders. The easier you make a story to write the more likely a journalist is to pick it up.
4. Provide Valuable Background Info
Noteworthy ways the project developed
Creative ways the idea was conceived
Obstacles that were overcome
In addition to making your press release newsworthy, providing valuable background information can add context and color for journalists. Boring press releases at best make boring news.
5. Make the Information Obvious
Keep your company boilerplate succinct and straightforward. Explain what the company does in plain English so journalists understand. Include a link to the company homepage early in the release so journalists can quickly reference the website. Be sure to provide links to any sources cited in the release. And include instructions how the journalist can obtain hi-res images.
Use these five quick tips to improve your press releases. Have press release tips of your own? Share in the comments. Or, contact Triad and we can help you plan your next press release for maximum exposure.
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