A Publication Focused on Growth for Companies Like Yours | August 2018

Marketing • Design • Printing • Online Marketing • Promotions

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Letter from the Editor..............................................................................4

Geofencing ....................................................................................................5

Purpose ...........................................................................................................8

5 Tips to Put the "Win" Back in Your Sales ..................................11

Is it possible to be High Tech and High Touch? .........................13

EDITOR: Eric Webb

Publisher: AlphaGraphics of Cary

Art Director: Bruce Harris

Contributing Editors: Rachel Spaniel

Writers: Evan Carroll

Bob Lambert

Eric Webb

Contact: ewebb@alphagraphics.com

919.233.7710

© 2017 - Eric Webb. All Rights Reserved.

This AlphaGraphics® business is an independently owned and operated franchise of AlphaGraphics, Inc.

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Letter from the Editor

Our August Issue is all about leveraging geofencing and local con-nectivity. Our Idea Generators emphasize what can be done with something supposedly boring and out of date, while geofencing, not a new tool, has been vastly improved to create more value per impression than any other channel. It’s time to learn how you can turn the old new.

Location based advertising and marketing is not new, but Geofenc-ing brings a whole new strategy to your offering and for companies that are looking to reach their audience in a very affordable fashion, then this is the tool for you.

Want to learn how one artist is making the typical totally new, review our idea generators. There is something to learn here. Many times what we initially see is not what can become. Take a look and start to realize that most of our marketing efforts are built upon past strate-gies and tactics unless we start to look for the unfamiliar in the familiar.

Have fun.

Eric Webb,AlphaGraphics Cary | N. Raleigh

Eric Webb,President of AlphaGraphics, Editor of Momentum

Please send comments or suggestions to ewebb@alphagraphics.com. We are always looking for unique stories about growth, and facts to publish, as well as ways to improve.

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GEOFENCING provides hyper localized Ad Delivery Globallyby Eric Webb

We recently aligned with partners and bought into a geofencing platform called Simplifi. While geofencing has been around for a couple of years, it’s improved greatly and surpasses other tools such as “beacons” which rely on Bluetooth and only work in certain operating systems.

What’s the difference?With Geofencing you can draw a virtual “fence” around a building, event location and any number of places your audience is known to hangout. We do this via Google Maps and addresses. You can geofence your competitors to serve your ad visitors of their building or website. Best of all, it’s very cost effective.

While Google ad words and Face Book can reach audiences within a mile radius of a location, that is not geofencing. With true geofencing we can focus just on one build-ing or a small space such as a portion of a park. We can input a list of addresses and serve ads to those addresses. This provides you with an ability to focus on lifestyles of your audience.

Remember the saying “birds of a feather flock together?” This holds true. Members of a fitness club, country club or visitors to a Mercedes dealership have some lifestyle-be-haviors that are the same.

What’s the difference between Geofencing and other online ad platforms?Let’s think about it. Online marketing is based on interest. Search terms are used and we assume someone is interested in that topic enough to be served an ad because they are looking up information on that item or service. This is very useful in that you only serve ads to people that are interested. But since the computer might be used by others or the IP server is in another state you likely also get ads served that are not relevant.

With geofencing you are targeting based on physical location and lifestyle.For example, if I’m an injury attorney, I would want to reach people who have been injured. Where am I likely to find those people – in an emergency room or urgent care clinic. If I’m a car dealer I can geofence my competitors so that when someone visits the competi-tor’s sales lot, that person is served an of-fer. The point is you are targeting someone that is close and is exhibiting a behavior that could lead them to purchase based on what they are doing.

There could be instances where you Geofence globally, especially if you offer a service or product that is global in scope. We have geofenced Pharma companies all over the world for one company as they serve those organizations globally.

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Research shows 90% of people have their GPS location on within their phone. So when they cross the virtual fence they are served ads for up to 30 days. Your reach is signifi-cantly improved because of physical loca-tion; you know what you are “fencing” and who goes there.

Strategy is KeyBeyond just geofencing the locations where your audience hangs out, you must think about what you want to offer. If it’s some-one who went into a competitor’s store or dealership you need to think through what to offer. An offer that will make them take a look at your website or come by your outlet.

If you are targeting people attending a par-ticular event, are you drawing them to a retail location or to buy online. Thinking through where that person’s intent is at the time of their visit is key to making geofencing work.

Do you want to use “native” advertising and offer educational content that draws them to a landing page or just a discount? Maybe the sales cycle for your product or service is longer so you just want to serve a branding ad.

Contextual SearchBeyond virtual geofencing, the platform also has the capability to look at any website’s “search” field and attach the keyword typed to the person that typed it. Imagine being an accounting firm and seeing someone type into an accounting website search bar the term “international tax,” then being able to serve that person a white paper or offer on international tax.

Addressable Geo-FencingAddressable geofencing is the combination of using virtual fences and mailing the offer. A real estate agent could provide the ad-dresses of surrounding houses of a proper-ty they just sold and see whom else might want to sell. We could use Every Door Direct Mail and geofence a particular street. The advantages of being able to hyper-localize the delivery of virtual ads and content pro-vides users a very cost-effective tool that creates results.

Native Ad DeliveryThe platform allows you to deliver your na-tive content to display based on contextual search or location. Someone visits a Babies R Us, you can deliver your educational con-tent with a coupon via “native” ads.

Phone Call TrackingWith a simple URL code on your website we can make it so your landing page phone numbers change for those people served an ad. If the visitor calls you with those phone numbers, it is tracked and the conversation recorded. It’s a great way to track the suc-cess of your campaign if the call to action is a phone call.

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GEOFENCING IS PERFECT FOR:

Agencies &Marketing

Consultants

EventCoordinators

ProfessionalService

Companies

Trade ShowMarketers &Exhibitors

Small toMidsizeBrands

Attorneys&

Law Firms

MedicalSystems &Practices

AutoDealerships

Retailers&

Franchises

Restaurants&

Food Trucks

Non-Profits& Trade

Associations

Dashboard Provides Numbers on ALL Social MediaThe Dashboard is another module that al-lows you to bring in analytics from all your social media outlets as well as the geofenc-ing analytics. Like us, it’s a one-stop shop.

For Less than $0.02 cent per impression No matter what media you choose you will always have some waste because some of the people at that location may not be inter-ested. Fortunately, the cost of geofencing is less than $0.02 cents per impression! That’s hard to beat.

Conversion Zone TrackingAnalytics is delivered in real time. With the ability to see when a person travels from a target zone to your “home” zone or retail lo-cation, you have real time analytics to deter-mine the impact of geofencing.

ReportingReports are provided on a weekly bases, providing number of people that have trav-eled through a virtual fence and the subset that have been delivered an ad.

There are many advantages to using geofenc-ing or as we like to call it "geoconquesting." Whether you are B2C or B2B there are many ways to use this tool to get your name in front of hard to reach executives and con-sumers. It’s proven effective and the plat-form we are using is the only one that allows us to visually draw a line around a building versus using longitude and latitude num-bers. Unfortunately, for most companies, the $20,000 per month cost is cost-prohibitive. That’s why we’ve partnered with several agencies to make it affordable for you.

Call if you would like to learn more and make a difference for your organization.

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Today's millennial and today's boomer are both looking for similar things. One is search-ing for meaning behind their work and one is seeking for meaning in life.

Purpose is going to change the way we work and do business for the foreseeable future. It's my opinion that by 2020, there will no longer be a distinction between for prof-it and non-profit companies. The evolution of the B corporation has forever blurred the line of why companies are in business.

Why are companies in business?What/who comes first? There are three schools of thought:

1.0 Shareholder First – companies are in ex-istence solely to drive maximum shareholder value. This is Capitalism 101.

“There is one and only one social responsi-bility of business and that is to engage in ac-tivities designed to increase profits.” - Milton Friedman

2.0 Customer First– companies should be dedicated to the business of getting and keeping customers. This goes beyond the transaction to underscore the importance of the experience and the relationship.

“Not so long ago companies assumed the purpose of a business is to make money. But that has proved as vacuous as saying the purpose of life is to eat...The purpose of a business is to create and keep a customer.” - Ted Levitt

3.0 Purpose First - companies are dedicated to a purpose that drives employee engage-ment, fuels the bottom line, and makes an impact on the lives of those it serves.

"By 2020 purpose will be the main driver of business, not corporate filing status. Com-panies will either be seen as 'for purpose' or 'not for purpose." - Stan Phelps

Putting purpose first benefits employees, shareholders and customers. According to the CEO of Deloitte Global Punit Renjen,

By Stan Phelps

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“Exceptional firms have always been good at aligning their purpose with their execution, and as a result have enjoyed category lead-ership in sales and profits.” John Kotter and James Heskett demonstrated in their book Corporate Culture & Performance, showing that purposeful, value-driven companies outperform their counterparts in stock price by a factor of 12.

Understanding Your WhyPurpose relates to your "Why" as a business. To quote Simon Sinek, "People don't buy what you do or how you do it, they buy why you do it."

That reasoning applies to both buying a product or being engaged as an employee. Understanding your purpose is a driver of employee engagement. Daniel Pink touched on the importance of purpose in his book Drive. Pink said there are three things that motivate people: Autonomy, Mastery and Purpose. Purpose is perhaps the greatest of

the three. A strong purpose allows you to overcome obstacles and persevere towards a goal.

The Tyranny of "Or"Does serving a purpose come with sacrifice? For too long there has been a conflict be-tween creativity and capitalism. Left brain versus right brain. You were forced to make a choice as an employee or as a business. Focus too much on your creativity and you are forced to operate as a starving artist or non-profit. Focus too much on climbing the corporate ladder and you become an emp-ty suit. This problem is what author and en-trepreneur David Howitt calls the tyranny of "OR." In his book, Heed Your Call, How-itt believes that businesses do not have to pick between the two options. He shows how companies can embrace the Power of "AND."

You can offer both value and meaning. To-day's business requires both analytics and

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artistry. Only by tapping into our true pur-pose can we understand our full potential and begin to repair the world.

Purpose in ActionAccording to Gallup, when it comes to com-municating an organization's purpose to your employees, customers and stakehold-ers, words don't matter nearly as much as ac-tions do. I recently met with two RTP based companies that are tapping into purpose.

BASF Agricultural Solutions is a subsidiary to parent BASF. BASF, headquartered in Germany, is celebrating its 150th anniversary in 2015. The Agricultural Solutions Division is driven by purpose. Their goal is to improve nutrition and quality of life in the world. BASF's employees help create chemistry for a sustainable future. The company reinforc-es this purpose with the work it does with the Food Bank of Central & Eastern North Carolina. The company embarked on Stop Summer Hunger to donate $30,000 to the Food Bank to help the 300,000 people who are food insecure. In addition to raising and matching funds, over a hundred employees volunteer to assist with the Sort-A-Rama to sort food into family-sized bags for distribu-tion to those in need.

RTI International is a research organization. It offers research and technical services to governments and businesses. RTI's purpose is to improve the human condition by turn-ing knowledge into practice through cut-ting-edge study and analysis. Employees at RTI understand their work helps improve the world. In order to encourage innovation, the company allows employees time and resources to develop their own ideas. This year RTI hosted their 5th Innovation Show-case which celebrated more than 50 proj-ects by staff who received IR&D (Innovation Research & Development) funding.

Quitting Your Brand PurposeOne of most startling statistics about em-ployee engagement is as follows: Accord-ing to Gallup, of the workers who voluntarily leave their job, 75% don't quit their job... they quit their boss.

I can see that number dwindling in the fu-ture. Not only will employees be quitting their boss, a greater percentage will be quit-ting the brand purpose of their company. Will you be seen as a "for purpose" company or a "not for purpose" company?

About Stan PhelpsStan is an author, keynote speaker, and workshop facilitator focusing on customer experience, employee engagement, technology, differentiation, and purpose at StanPhelpsSpeaks.com. He is based at The Frontier in Research Triangle Park. You can reach him at stan@purplegoldfish.com or call 919.360.4702.

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Five Tips to put the "Win" back in Your Sales!By Bob Lambert, Founding Partner, Samurai Business Group LLC Turning sales mastery into a competitive advantage

Plain and simple: people do not want to be "sold." Instead, they want to "buy," and they expect salespeople to help them through the buying process, not simply move them along the sales cycle. In the past, vendors and their salespeople were the main - and very often the sole—source of information for the cus-tomer. The Internet has permanently altered the market environment and rendered tradi-tional sales processes obsolete.

There's one thing on every business own-er's mind - increasing revenue. Early in this decade, many companies cut down to the bone to survive the tough economic condi-tions; now, however, businesses are realizing the inability to continue to "cut to growth." As companies look to fuel sales, they will

not find success in the methods of old. It's going to take a new outlook on the process of business development to put the "win" back in their sales. Here are five tips for sales mastery:

Don't sell. Plain and simple: people do not want to be "sold." Instead, they want to "buy," and they expect salespeople to help them through the buying process, not simply move them along the sales cycle. In the last century, salespeople were the main - and very often the sole—source of information for the cus-tomer. The Internet has permanently altered the market environment and rendered tradi-tional sales processes obsolete. They don't need someone to sell them anything. They need someone to help them buy.

About Samurai Business Group LLC®Samurai Business Group was founded in 2001 with a vision of helping companies and selling professionals more effectively compete in a complex, rapidly-changing global economy. Devoted to sales and business development mastery, Samurai provides training programs, coaching and consulting to turn selling into a competitive advantage and drive long-term business success. For more information, please visit www.samuraibizgrp.com

Be EXCELLENT. Salespeople need to be more than good; good or very good is no longer enough to ensure long-term business from a customer. In today's market, excel-lence is expected to stand out from the com-petition. Yet only four percent of salespeople were rated "Excellent" by their customers, according to research by The HR Chally Group. Excellence makes all the difference, which means salespeople need to focus on honing their effectiveness rather than on mastering their knowledge of a product.

Learn how to earn trust. The only thing that hasn't changed in sales is that trust be-tween the salesperson and the customer is imperative. What has changed is how sales-people learn how to earn trust. This means helping a potential customer making the right decision, even if that decision is not to hire you. Salespeople should be experts in their industry, knowledgeable about the customer's business, and able to apply their products and services to improve the cus-tomer's profitability. Truly helping potential customers solve problems, especially when the solution is not necessarily in the sales-person's immediate best interest, will show them that the salesperson is trustworthy.

Know why people buy. If a salesper-son cannot answer the question, "Why did

the buyer purchase the product?" without pointing the finger to the product line, then there is a problem, and they are not selling in an effective manner. Chances are there are a half-dozen or more competitors who are offering identical products or services. So, what made the buyer choose you? Knowing the answers to these questions and having an understanding relationship with clients will aide your company as you grow and continue to master sales tactics.

Practice. Professional football players are paid millions of dollars per year when the actual time that they perform in a game is 3 hours per week. The rest of that time is spent practicing and training in preparation for the game. No general manager or coach would tolerate a player who refused to practice but just wanted to play on game day. Sales man-agers and executives need to adapt to this mindset. To reach sales excellence, training, practice and coaching must become a top priority. It must be viewed as a long-term in-vestment that will return a significant multi-ple of the short- term costs.

In today's hyper-intense and hyper-active market, Charles Darwin's rule of "Adapt or die" applies more than ever. Business devel-opment professionals must alter their ap-proach to drive long-term business success and truly experience sales mastery.

Is It Possible to Be High Tech and High Touch?by Evan Carroll

For far too long companies have focused on size. More profits. More subscribers. More clients. More leads in the funnel. Bigger, so the establishment believes, is better.

I invite you to challenge that thinking for a moment. What if better were truly better?

Charles Kuralt famously said, “Thanks to the Interstate Highway System, it is now possi-ble to travel across the country from coast to coast without seeing anything.” He was right about Interstates, and if asked about business today, he might say, “today it is now possible to do business end-to-end without seeing or speaking to another human.” In many respects, technology has removed hu-manity from business.

I believe the most successful companies are those who embrace technology without los-ing humanity. Those who do so don’t become bigger, rather they become better at scale.

What might sound like a play on words is a significant difference. If you focus on be-

coming bigger, you’re looking at numbers as numbers. How can we add more profits, leads or subscribers at any cost? On the contrary, if you’re seeking to become better at scale, you look for ways you can support a human experience for a larger number of people. Therefore, I believe the most signifi-cant misuse of technology today is focusing on growing bigger, and not on scaling the human experience.

Customer support is a great example of this shift. Fifty years ago, if you had a problem with a product, you could return to the store where you made the purchase. The mer-chant, often the owner, would greet you by name and would make an effort to solve your problem. The entire experience would be focused on you. As technology came to help at customer service, we added phone systems, online help and other attempts at self-service. And as we added more tech-nology, we subtracted the humanity. Don’t get me wrong, self-service can be gratifying, but with many companies, finding a human when you need one is nearly impossible.

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Some of the world’s best technology com-panies get this and they look for ways to build humanity into their technology. Let’s look over Amazon’s offerings.

1. They provide a personalized experience. Amazon.com will show you products similar to the ones you’ve purchased be-fore acting as a virtual shopkeeper who knows exactly what you need.

2. They work with you on your terms. From mobile apps and Dash buttons to Amazon Prime and subscription ser-vices, you’re in control of how you want to buy.

3. They’re excellent when you need help. Amazon’s phone support is one of the best. And their Mayday Button for the Fire Tablet takes it to the next level. When you press the button, you’re con-nected to an advisor via video chat with-in 15 seconds of calling. That’s fast.

As one of the world’s largest technology companies, Amazon understands bigger isn’t better. They focus on being better at scale.

If you ask a room full of technologists how to reach as many people as possible, you’ll get a bigger solution. If you ask them how to translate a face-to-face help session into

an on-demand experience, you’ll get a bet-ter solution. An idea like the Mayday Button doesn’t come from thinking bigger, it comes from thinking better.

Think about your business. What can you do to make your team members superhu-man? When your customers call, do they have all of your customer’s history and preferences at their fingertips? Do they know significant dates like birthdays, wed-ding anniversaries or even anniversaries of doing business with you? What about pro-active suggestions to save your customers time or money? You don’t need to have vid-eo chat available in 15 seconds, but you do need to enable your team with the data to “know” every customer as a person and the permission expectation to personalize his or her experience.

High tech isn’t the key. High touch alone isn’t scalable. To be better at scale, means doing both.

What will you do to make your business

better at scale?

Evan Carroll is an NPR, CBS, and New York Times featured author, keynote speaker, Veteran SXSW presenter, and IBM Futurist who humanizes technology to connect with customers, engage employees, and drive a stronger bottom line. You can fol-low Evan on Twitter @evancarroll or visit his website at www.evancarroll.net.

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