1. October 6, 2009

2. Presented by:

3. Gold Sponsors
Diamond Sponsor
Silver Sponsor

4. How to be Red Hot in a Cool Market
Don Hutson
Chairman & CEO, U.S. Learning
Building Relationships in a 2.0 World
Austin Baker
President, Eserv Benefits
Incorporating Digital Media into your Traditional PR Campaign
Amy Howell
Principal, Howell Marketing Strategies
Selling in Tough Times
Dr. George Deitz
Assistant Professor, Marketing & Supply Chain Management
The University of Memphis
Panel Q & A
Dotty Summerfield
Chair, Small Business Council
President, Summerfield Associates Inc.

5. Don Hutson
U.S. Learning
How to be Red Hot
in a
Cool Market

6. To Contact
Don Hutson
Don@DonHutson.com
www.DonHutson.com

7. Motivation Makes
the Difference
Definition….
“The pull of anticipation and
the push of discipline”
Thoreau

8. The Loyalty Ladder
C______________
A______________
C______________
C______________
P______________
S______________

9. The Value - Price
Perspective
V P

10. The Value - Price
Perspective
V P

11. Behavioral Style Grid
Less Responsive
More Assertive
Less Assertive
ANALYTICAL DRIVER
(FACTS) (TASKS)
AMIABLE EXPRESSIVE
(RELATIONSHIPS) (DREAMS)
More Responsive

12. The Adaptability Continuum
Low High
“Me-Oriented” “You-Oriented”
(Preoccupied (Concerned about
with own agenda of others)
agenda)

13. The Chinese Bridge

14. Creating Alliances
The Foundation: Goal-Congruence

15. Team Member Performance Matrix
Burden Resource
(-) Team Member Contribution (+)

16. Goals
"There are no unrealistic
goals, only unrealistic time
frames.”
Jerry Bresser

17. Change
“People change when the pain not to
change exceeds the pain to change.”

18. Coaching
“Getting your people to develop the
Habit of doing the things which
must be done to Succeed.”

19. Attitude Defined
Definition….
The demeanor and spirit
we choose to adopt and display
from a given stimulus

20. Commodity
Products without discernable
differences one from another which
are available from multiple sources

21. The “Undesirable Model”
Trust Stress
Conversion
Rate
Sales Cycle

22. The “Desirable Model”
Trust Stress
Conversion Rate
Sales Cycle

23. The Evolution of Selling
5 Stages:
1. The Product Pitch
2. The Hard Sell
3. Relationship Selling
4. Needs-Analysis Selling
5. Symbiotic Selling

24. CSI
(Customer Satisfaction Index)

25. Authorship…
is when you give another person the
respectful right to be heard. Their
opportunity to influence outcomes
will greatly enhance their buy-in and
eagerness to gain the desired results

26. Innovation
“Optimism is the fuel that fires
innovative thinking.”
Mike Vance

27. Collective Intellect
Remember that all of us is
smarter than one of us

28. Value Defined…
(Webster): A fair Return or
equivalent in Goods,
Services or money for
something exchanged

29. Optimism, Belief, Cutting Edge Skill Sets,
Determination, High Innovative Solutions,
Energy & Work Ethic Effective Strategies
Propulsion Training
___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___
UP GOOD
Gravity Habits
Negativity, Lack of Complacency,
Commitment, Using Old Skills,
Low Energy Tired Solutions

30. Austin Baker
EServ Benefits
Building Relationships
in a 2.0 World

31. Building Relationships
in a 2.0 World
Presented by
Austin Baker
President
EServ, LLC.
www.eservbenefits.com
Benefits . Enrollment . HR Consulting

32. Today’s Topics
What parts of our 2.0 world are holding you back from making
better relationships?
What tools are you using to better manage your relationships?
How can you create deeper more engaging relationships?
What types of relationships should you have that will help you
grow?

33. What parts of our 2.0 world are holding you back
from making better relationships?
Facts-
Better Web Technology that helps us to connect to more
people.
More information readily available about the people we
know
More interactions from more people than we had before
More ways to connect to people than we had before

35. What parts of our 2.0 world are holding you back
from making better relationships?
Sociologist- Dalton Conley- Elsewhere USA (2009)
Fewer and fewer boundaries in the world of the
middle- to upper-class professional. The walls between
them all are increasingly blurring or falling altogether.
investment v. consumption
private sphere v. public space
price v. value
home v. office
leisure v. work
boss v. employee

36. Facts- Dalton Conley- in Elsewhere USA (2009)
Our relationships are changing due to several factors
- Fast Pace of Today’s Business Environment
- Technology that we have available
- Rise of “Intravidualism”
- "an ethic of managing the myriad data streams, impulses, and
even consciousnesses that we experience in our heads as we
navigate multiple worlds“
- Emergence of “Weisure”
- “Increasing tendency to work during leisure time, thanks to
advances in portable personal technology”

37. What parts of our 2.0 world are holding you
back from making better relationships?
Problems
Less “Quality” Interactions
We are never quite all here
9-5 has turned into 24-7
Relationships are wider not deeper

38. What parts of our 2.0 world are holding you
back from making better relationships?
Texting While Driving-
(TWD)- Outlawed
Texting under the Table Texting While Talking-
(TUT)- Not- Outlawed (TWT)- Not Outlawed

39. What tools are you using to better manage your
relationships?
Problem Solution
Less “Quality” Interactions Ask better Questions &
Actively Listen to Answers

40. What tools are you using to better manage your
relationships?
Questions

41. What tools are you using to better manage your
relationships?
Questions
Get Back to
Reality

42. What tools are you using to better
manage your relationships?
Questions
Let’s all stop being the “weatherman”
How about these questions
How did you get started in your business?
What do you like most about it?
What type of business makes a great referral?
If you could have a superpower what would it be an why?

43. What tools are you using to better
manage your relationships?
Active Listening is a lost art

44. What tools are you using to better
manage your relationships?
Actively Listen to the Answers
Try repeating the Words you are hearing- in your head,
especially helps with names
Stow your “Crackberry”
Don’t “facebook” when your face-to-face
When was the last time you were actively
listened to?

45. What tools are you using to better manage your
relationships?
Problem Solution
We are never quite all here Being Present Campaign

46. What tools are you using to better
manage your relationships?
Being Present Campaign
Chris Crouch- GO system

47. What tools are you using to better
manage your relationships?
Being Present Campaign
Narrow & control your
Cell Phone Basket
“inputs” for better
for Meetings
organization & sanity
Consider whether you Turn off vibrate/ring
really need portable email function for messages

48. What tools are you using to better manage your
relationships?
Problem Solution
Relationships are wider not deeper Bring Balance to your Strategic
Relationships

49. What tools are you using to better manage
your relationships?
The easiest kind of relationship for me is with 10,000 people.
The hardest is with one.
-Joan Baez

50. What tools are you using to better
manage your relationships?
Manage Strategic Relationships with Key
Contacts
Tim Page
Caroline Lisa
Gene Gina
Linda Gary

51. What tools are you using to better
manage your relationships?
Categorically Manage Strategic
Relationships
HR Marketing
C- Level Training
Executives
Accounting Procurement
Finance Sales

52. What tools are you using to better
manage your relationships?
Manage Strategic Relationships with Many
Channels
Face 2 Twitter
Face
Linkedin Networking
events
Customer Facebook
Events
wordpress Seminars

53. How can you create deeper more engaging
relationships?
We still all have the same basic needs
Love & be Loved
Significant
Contribute
Valued
Admired
Understood
Paid

54. How can you create deeper more engaging
relationships?
The number of mediums in which we communicate and share
experiences have just grown

55. How can you create deeper more engaging
relationships?
Make a list of the traits in which you seek in a relationship
Authentic
Thankful “People don’t care how much you
Growing know until they know how much
Accountable you care”
Present
Open -John Maxwell

56. How can you create deeper more engaging
relationships as a business leader?
Authenticity
Dimensions of Authentic Leadership
•Pursuing Purpose with Passion
•Practicing Solid Values
•Leading With Heart
•Establishing Connected Relationships
•Demonstrating Self Discipline

57. How can you create deeper more engaging
relationships?
Thanksgiving
• Sets a Positive Intent
• Comfortable in “Your Own”
• Attracts Other People who are Thankful
• Daily Dose Makes for The Perfect Start to a Great Day

58. What types of relationships should you
have that will help you grow?
Our most cherished relationships are those that help us grow
Mentorship

59. Back to the basics in Relationship Building
Be Present- Don’t let technology get in the way
Ask Profound Questions & Actively Listen to the Answers
Balance your merging worlds
Fundamentals of Relationships Have not Changed
Be Authentic & Thankful
Consider a “Growing Relationship” by Mentoring

60. Building Relationships
in a 2.0 World
“I've learned that people will forget what you said,
people will forget what you did,
but people will never forget
how you made them feel.”
– Maya Angelou

61. Amy Howell
Howell Marketing Strategies Inc.
Incorporating Digital Media
into your
Traditional PR Campaign

62. Incorporating Digital
Media into Your Traditional
PR & Marketing Campaign
Amy Howell
Howell Marketing
Strategies, LLC

63. A VERY CRITICAL REASON
Reasons Management Uses Social media
•Read what customers are saying about
company
•Monitor a competitor’s use of social media
•See what current employees may be sharing
•Check the backgrounds of a prospective
employee

64. The World Wide Web 10 Years Ago

65. We Are Building Online Communities

66. In These Communities Are Influencers

67. STATISTICS
The Numbers Don’t Lie
Not just for the kids anymore…
• Facebook: use among 55+ set increased 25% from July 4 to
August 4, 2009
• As of August 4, 40.2% of Facebook users were 35+

68. STATISTICS
The Numbers Don’t Lie
• Spring 2009 – Twitter growing at rate of
1,382%
• Twitter gains 250,000 – 500,000 users each
month

69. VALUE
The Numbers Don’t Lie
• Sept. 2009 – Twitter valued at $1 Billion after recent round of
funding
• Sept. 30 2009 – In just 2 years Twitter has raised $155M in
venture capital including $135M this year alone
• Twitter ranks No. 3 in history for raising capital, topped by
HomeAway and PayPal (owned by ebay)

70. DO Practical Tips for Business
• Use complete profile; Add a photo
• Connect with PEOPLE
– Humans #1, Brands #2
• “Rockin Good Content”
• Don’t just Broadcast: Interact
• SHARE
• Manage TIME
• LISTEN (Search) & FOLLOW

71. SEARCH
• Your Name • Your Competition
• Your Company • Like-Minded People
• Your Product • Complimentary People

72. DO NOT examples
• All About ‘ME’ communication
• SPAM
• Un-follow, de-friend
• Waste TIME
• Unhealthy, Negative, “SNARKY”
communication
• Useless Info. (drinking coffee)
• Anything You don’t want in the News

73. P.O.S.T
Before Getting Started Determine:
• People (Who are you targeting?)
• Objectives (What are your objectives?)
• Strategy (How will you meet Objectives?)
• Technology (What will you use/ where will you
become active in the space?)

74. LISTEN to the Consumers
How do my target consumers make decisions?
• Are they Brand Reputation driven? (Brand Experience, TV/Radio)
• Do they respond to promotion? (Direct)
• Do they use detailed information to make decisions? (Search; Print)
• Do they rely on others to reinforce a decision? (Social)
• Does their behavior change over time?

75. BE HONEST
What is my Brand Position ?
• Am I the category leader or a follower?
• Do category users know my Brand and recognize
it’s Advantages?
• Are my clients advocates or detractors for my
Brand?
• Does your Brand’s reputation put you on Offense
or Defense?

76. CREATE Communications
Strategy
•Who do you want to influence?
•What do they currently think, feel and do?
•What do we want them to think, feel and do?
•What is the single most inspiring thing for them to
believe?
•Why should they believe it?

77. INVEST
Determine How to Invest
• Where are your customers?
• What channels are they utilizing?
• What is their level of commitment to digital
marketing?
• Does a new channel (social media) help improve
ROI?

78. How can it BENEFIT you?
• Influence Brand Reputation – 39% use valued as very effective
•Increase Brand Awareness – 37% use valued as very effective
• Improve Search Engine Rankings – 38% of use values as very
effective
•Increase Website Traffic – 33% of use valued as very effective
•SEO uses social media to improve rankings/ drive traffic

79. EMPOWER
•Give Employees the choice to participate
•The more, the merrier
•Clarify corporate vs. personal participation
•Define guiding principals of engagement
•To learn
•To contribute
•Comply with business conduct policies

80. NEGATIVE Comments
•Large companies more likely to monitor
commentary
•Small & Medium companies (less than 500)
more likely to respond with public rebuttals
•Responding can draw more attention to the
comment

81. NEGATIVE Comments
RULES:
1.Listen
2.Monitor
3.Respond
4.Don’t Respond

82. Whatever You Do, Make Sure You
MEASURE

83. How to MEASURE:

84. UNDERSTAND ALL ASPECTS OF YOUR
METRICS

85. Tell Your STORY…or someone
else WILL
• Twitter, Facebook, You-Tube are NEWS
• Real Time News
• PR is 24/7 and “VIRAL”
• Digital is Mobile (iPhones)
• Media IS tuned in
• Journalism now includes social media (Twitter
classes)

86. REAL example:
Twitter & Airlines

87. “United Smashes Guitars”
• Posted July 6, 2009
• 5,653,134 Views
• 22,436 Comments

88. PR STRATEGY
• Quick, Nimble, Savvy
• Verification & Accuracy
• Use SM to get CORRECT information out
• Control Message, Can’t Control Spread
• Transparency + Honesty = TRUST
• LEVERAGE all Good Publicity
• Internal & External Messages are SAME

89. REAL examples:
Twitter & Fast Food
• Pizza Hut hired “TwinTern”
• Domino’s utilized Twitter for reputation management
– after damaging YouTube video

90. REAL examples:
Twitter & Time Warner
• Major Mistake: Starting but not utilizing

91. REAL examples:
Twitter & Comcast Cares

92. REAL examples:
Twitter & FedEx

93. CHALLENGES
Social Media “Push Back”
• Lack of Understanding
• Lack of Resources
• ROI: Return on Investment OR
Risk Of Ignorance
• Peers not using… YET
• Think it is for younger people
• Think Twitter, etc. is silly

96. Social Media POLICY
• Database of over 80 social media policies:
http://socialmediagovernance.com/policies.php
• “10 Must Haves for Your Social Media Policy” on
Mashable.com by: Sharlyn Lauby
• http://mashable.com/2009/06/02/social-
media-policy-musts/

97. GET STARTED
• Search & Research
• Commit ($$, time)
• Understand objectives
• Clear expectations
• Top management support… or forget it
• Get policy
• Start small – think BIG

98. QUESTIONS
• Why use social media?
• Do I need social media?
• How can I benefit?
• What is company doing?
• What are customers doing?
• Who is going to execute social media plan?

99. Pick your PASSION
• Blog Blog Blog
• Twitter
• Facebook
• Youtube
• Others:
–LinkedIn, MySpace, ning, etc.

100. BUILD your (tribe)
• Build your fans
• Build community
• Build internally
• Reach your customers
• Invite customers, follow, fan
• Post customer friendly information
– Ex. South of Beale

101. EXAMPLE

102. TOOLS & APPS
• Get an iPhone
• Use only helpful apps
• Don’t overload
• Create consistent messages
• Link relevant content
• Always repsond
• Promote Twitter on Facebook & Facebook on
Twitter

103. Add, Follow & Fan
• Add Follow and Fan to Signature Line
• E-blast to join social network
• Strategy and posting
• Re-post, RT-ing
• Twitter and Facebook etiquette

104. PR - Storytelling
• Companies tell story through social media
• Breaking news and Twitter
• Re-post link, share news
• Let media know social media strategy
• Watch what you say (policy)

105. CRISIS PR
• Airlines
• Food
• Consumer B to C
• Social media allows
• Monitor
• Respond
• Real time

106. FOLLOW & LISTEN
A FEW FAVORITES:
•smmguide
•TrendTracker
•SocialNetDaily
•GuyKawasaki
•SocialMedia2day
•mashable
•treypennington
•SocialNetworkTV
•WomenWhoTech

108. Dr. George Deitz
The University of Memphis
Selling in Tough Times

109. “Selling in Tough Times…”
A Service-Dominant Logic
Dr. George Deitz
The University of Memphis
Department of Marketing

110. Lessons from Harvey …
The Little Red Book

111. Ghost of Sales Managers Past
• Restless Nights …

112. FOG-GY Notions …
• “Work harder … make more cold • “Focus on sectors that are still
calls … follow up on meetings … spending money … like healthcare,
follow through with leads.” food services …”
– B2B Comm. Svc. Sales Mgr. – Import/Export consultant,
entrepreneur
• “Don’t expect what you’re doing
today to necessarily result in a sale • “If you stop spending money on
tomorrow …” promoting your service, you’re
– IT Supplier Sales Mgr. dead…someone else who is
spending will grab your market
• “Stay close to your customers.” share.”
– Business insurance exec – Small business owner
• “Lower your pricing …”
– LTL Trucking Exec.

113. The Service Dominant Logic of Marketing
• The greatest danger in times of
turbulence is not the turbulence: it
is to act with yesterday’s logic.
• 2004 Journal of Marketing article by
Vargo & Lusch.
– What do you mean … logic?
• A “logic” provides the underlying
philosophy for organizing and
understanding a phenomena.
– Pre-theoretical, paradigm level
– The lens that provides the perspective

114. Dueling Logics …
GD-Logic SD-Logic
– Goods primary unit of – Service primary unit of
exchange exchange
– Service as a goods – Goods as service
differentiator appliances
– Operand Resources – Operant resources
– Outputs – Processes
– Value-in-exchange – Value-in-use
– Value is created – Value is created
internally externally
– Customer as target – Customer as collaborator

115. Implies … Service-Dominant Selling
• Why do buyers buy what they buy?
– (P)rice
– (P)roduct
– (P)rovision of total solution
– (P)eople
• Why do buyers buy what they buy?
– 39% buy based on salesperson effectiveness
– 22% buy based on provision of total solution
– 21% buy based on product quality
– 19% buy based on price

116. Hints from empirical research …
• Loyalty to salesperson versus loyalty to company (Palmatier,
Scheer, and Steenkamp 2007)
• Salespeople largely determine the level of (perceived) value
provided the customer (Jap 2001)
• Customers follow salespeople so long as the core offering is
comparable (e.g., Beatty et al. 1996)
• The salesperson, as opposed to the core offering, is the
primary source from which value flows

117. S-D Selling: A (Partial) Pedigree
• Adaptive selling
• Relationship selling
• Salesperson service
behaviors
• Consultative selling
• Strategic partnering
• Salesperson learning

118. S-D Selling: New Perspective
G-D Logic S-D Logic Rationale
Role of service Value-added Service dominance Service is exchanged for
service service
Role of Value Value Creator Value is created externally
salesperson Communicator
Role of Selling Processes Service Processes Value is created in use
processes
Customer Customers as Customers as Value is co-created
orientation Targets Resources
Salesperson Customer Stakeholder Service requirements mandate
orientation Orientation Orientation network perspective

119. S-D Selling: New Perspective
G-D Logic S-D Logic Rationale
Competitive Goods-Based Service-based Service is exchanged for
orientation service (network versus
network)
Competitive Product and price Salesperson Operant resources (human-
differentiation (network) and knowledge-based)
knowledge and preeminent
creativity
Outsourcing Sales Force-Level Salesperson-Level Service requirements are too
emphasis cumbersome for salesperson
to bear alone
Relational Relationship Relationship Salesperson assumes role of
emphasis Selling Brokering network coordinator
Resources Manufacturing Salesperson Capacity concerns (stress,
emphasis Capacity Capacity burnout, etc.) shift from
operand to operant resources

120. What’s does this mean to me?
• Can transitioning to a service-
dominant perspective help your sales
efforts?
– Yes, unless …
• Do all my customers want such a
approach?
• I already believe all this … nothing
new here.
– Does the way you manage and sell
reflect those beliefs?
• SD-L leads to …
– More innovation in the sales and
marketing process.
– Better articulated and differentiated
value propositions.
– Focus on right “things.”
– Good times or bad …

121. SD-Selling  Challenge assumptions
• Assumptions about what?
– Your firm, your customers, your rivals, the
business environment …
– What are thing you know to be true?
• If they’re not … you’d close your doors.
– What are things you think to be true?
• What if you’re wrong?
– What are commonly held assumptions within your
industry?
• “Blue Ocean” Strategy (Kim and Mauburgne)

122. What’s the problem?
• The formulation of a
problem is often more
essential than its solution …
to raise new questions, new
possibilities, to regard old
questions from a new angle,
requires creative
imagination and marks real
advance in science.
-- Al Einstein (1938)

123. Compete on your own terms …
• Problem Definition,
Measurement and
Metrics
– Michael Lewis and
Moneyball
– Wahoo’s Fish Tacos
(PBS Small Business
School)

124. SD-L  Improved Value Propositions
• Seeking out “win-win” business …
• Offerings perceived as unique and more
useful.
– Innovation and Creative Performance
– Drivers of Creative Performance
• Domain Relevant Knowledge
• Intrinsic Motivation
• Creative Thought Processes
– Outside the Box

125. Focus on the “right” things
• You can’t be all things
to everyone … but
• What do you know
about your best
customers?
– How can you use that
knowledge to your
advantage?
• Micro
• Macro

126. SD-L  More Effective and Efficient
• If you’re in business
long enough …
• Schumpeter’s Creative
Destruction
– Someone’s gonna
come out of this a
winner …
• Opportunity
identification
• In praise of resource
constraints

127. Example: “Go To Market” Strategy
• “SD Selling-type” response to marketplace shifts.
• TN based healthcare information services provider.
• Key Steps …
– Mathematically Define Best Possible Sales Opportunities
• Primary and Secondary Data
– Determine Internal Value Proposition …
• What makes sale of our offering(s) valuable to us?
– e.g., recurring revenue, barriers to entry, upselling, profits …
– Determine External Value Proposition …
• What makes our offering(s) valuable to customers?
– Payer mix, HIS system, etc.

128. GTM Example: “Absolute Dead Center”
Tier 1
Prospects
(The “Ideal”
Customer)
Tier 2 Tier 3
Prospects Prospects

129. GTM Example: Sales Strategy
• Different strategies for different types of
prospects
– Best salespeople focus on selling to best prospects
… period. (Tier 1).
– Within 50 miles of the top 50 MSAs.
– Health systems
– Tier 2 & Tier 3 prospects served primarily by inside
sales, channels, technologies.

130. Summing up: SD and the Evolution of the Sales
Organization?
• Traditional product-oriented sales organizations will evolve:
– Enhanced use of technology will reduce some traditional
sales functions and even face to face contact.
– ‘Tier 1’ type customers will experience significant
improvements in the level of customer contact.

131. Summing Up: SD … changes to sales force
management and personal selling?
• Implications
– Sales roles changing …
– Selection, training and recruitment
– Knowledge of customers and solutions will be a
more visible source of competitive advantage.

132. Annotated Bibliography
– Kim, W.C. & Mauburgne, R. (2004). Blue Ocean Strategy.
Boston: HBS Press.
– Lewis, Michael (2003). Moneyball. New York: W.W. Norton
– Stevens, Howard and Theodore Kinni (2007), Achieve Sales
Excellence: The 7 Customer Rules for Becoming the New Sales
Professional. Avon, MA: Platinum Press.
– Vargo, Stephen and Lusch, Robert (2004). “The Service
Dominant Logic of Marketing,” Journal of Marketing, 68(1): 1-17.
• FULL PRESENTATION AVAILABLE AT:
– https://umdrive.memphis.edu/gdeitz/public/