Does Your Marketing Collateral Spark Joy?

Newsflash: Babies come with SO MUCH STUFF. Five months into this parenting thing, and baby clothes, bibs, bottles, toys, books, swings, jumpers, utensils, and equipment have taken over every room of my house, sending my inner-minimalist reeling.

Whether it’s in your living room, your closet, or a shared folder on your network, clutter makes it difficult to function efficiently and can create MAJOR STRESS.

A quick Google search of “decluttering” is sure to lead you to Marie Kondo’s tidying method, known as KonMari.

While the KonMari method was developed to help tackle clutter in your home, several of its key principles can be applied to reducing and organizing marketing collateral clutter.

Here’s how:

1. Visualize the destination.

It’s critical to start with a clear picture of the marketing materials needed to support your doer-sellers and how you want to those materials to be organized. Describe your ideal marketing collateral library. What pieces do you have? How are they categorized? Where does the information live? How are the pieces managed? Who has access?

Having a clear vision of the goal lays the foundation for the rest of your decluttering process.

Not sure what you want the end product to look like? Check out this video for inspiration.

2. Tidy all at once.

In the KonMari method, instead of cleaning one room at a time, it is recommended to devote an entire day (or weekend/week/etc.) to going through EVERYTHING. While this sounds overwhelming, tidying all at once can prevent you from merely moving stuff from one location to another (instead of truly tidying and discarding).

For our marketing team, days are a bit slower around the holidays or right before a big audit or tax deadline. This is the perfect time for us to block out time to tackle our marketing collateral clutter.

3. Tidy by category, not location.

If you have materials scattered across shared marketing folders, your firm’s intranet, and your desktop, you’re not alone. Maybe you have some professional resume files in a shared folder on your network, while others live solely in an old proposal document.

Using the KonMari method, you would tackle all items in a single category, regardless of location. (For example, instead of tackling all of the items in my son’s closet, I should gather up all of his toys—from his closet, my car, our coffee table, etc.—and go through them at the same time.)

Likewise, instead of going through your marketing materials by location, tackle all materials in a particular category (“About the Firm” type collateral, industries summaries, tax team member resumes, and so on). This allows you to see objectively exactly how much content you have in any given category—AND if you have any gaps in your materials that need to be addressed.

Did you know POUNCE enables you to easily categorize marketing materials and resumes by industry or service area, making your collateral easy to locate and use?

4. Determine if the item “sparks joy.”

Maybe “joy” isn’t the best word to describe our feelings toward marketing collateral. (My son’s favorite footed pajamas spark my joy. A cozy sweater sparks my joy. Beautiful art sparks my joy. A buy-side due diligence summary? Meh.)

Nonetheless, it is important to carefully consider each piece of marketing collateral and ask yourself if it sparks something resembling joy. Do you feel good about your Data Analytics practice summary? Keep it. Not thrilled about the Real Estate industry one-pager you have and pretty certain no one uses it? Fix or discard it.

At the end of the day, you will be left with materials that are updated, accurate, on-brand, accessible, and directly aligned to growth areas for your firm. And that can feel pretty joyful!

The Results

Performing an intensive marketing material tidying process is no small undertaking, but can leave you with the following results:

  1. Finding materials is no longer a chore. When you are left with only high quality materials that are properly organized, finding the piece you need when you need it is effortless.
  2. You’ll identify true gaps in your information. Not only have you consolidated six slightly different versions of your “About Us” one-pager, but you’ve also realized that your Healthcare Niche’s information has never be formatted for business development efforts.
  3. You can focus on the materials that are most useful and relevant. It’s marketing math: when there are fewer materials scattered about, you can invest more time and effort in the ones that are best aligned to your growth opportunities and strategy.
  4. Managing your materials going forward is much easier. When every piece has a home, the process of conducting periodic reviews and updates of collateral is simple.

Happy tidying!

3 Sales Statistics that Matter

With the immense amount of data available at our fingertips today, our firms have access to more information than ever before to help make informed decisions regarding marketing and business development strategies.

I recently read this article on “27 Amazing Sales Statistics for 2019” and noted a few specific pieces of data that are highly relevant within the professional services industry and the doer-seller model.

These are not the only three statistics that matter, but these are a few that resonated with us:

1. Research shows that 35% to 50% of sales go to the vendor that responds first. (Source – InsideSales.com)

Why this matters: In the world of sales, speed matters! I can personally attest to the fact that our firm has won opportunities simply because we were the first ones to deliver information requested by the prospect.

As you know, we live in an age of near-instant gratification. Prospects and clients expect responsiveness. It is critical for firms to have not only a culture that values responsiveness, but also the processes and tools in place to enable doer-sellers to access information and respond to prospects in a timely AND quality manner.

If you’re not able to respond quickly to prospect questions and requests, one of your competitors will.

(Check out our related post on “The Cost of Wasted Time in the Business Development Process.”)

2. 40% of emails are opened on mobile first, and the average mobile screen can only fit four to seven words max in the subject line. (Source – ContactMonkey)

Why this matters: We already know the importance of quality content in our marketing strategy, but a beautifully branded email, well-written article, and carefully crafted call-to-action are not enough.

You need a compelling subject line to get your audience to even open the email. AND because 40% of your audience is likely viewing their inbox on their mobile device, it needs to be short.

(For C-level executives—also known as, your decision-makers—the percentage of mobile views may be even higher, as many high level executives are constantly on-the-go.)

If you are treating subject lines as an after-thought, it may be time to reconsider your content marketing strategy.

3. High-performing sales organizations are twice as likely to provide ongoing training as low-performing ones. (Source – HubSpot)

Why this matters: Business development skills can be learned, but your practice professionals need training and support in order to develop these skills.

“I went to school to be a CPA, not a salesperson.” It is unrealistic to expect someone to fulfill business development expectations if they have never been taught how. Proper training is critical to evolving your team to develop business.

With the right training, everyone has the potential to contribute to business development and growth efforts.

Look for our upcoming content on developing a business development training curriculum!

 

 

Happy Birthday, POUNCE!

It’s been an exciting three years for POUNCE.

So to our clients and our friends:

Thank you for your support and for allowing us into your firms to help you innovate and grow. We truly appreciate you and everyone on your team.

We look forward to what we can accomplish together in year four!

Sincerely,

The POUNCE Team

Tips for Creating a Writing Style Guide

Articles. Emails. Blog posts. Professional bios. Sales sheets. Client communications. E-books. The list goes on.

Written content—in its countless forms—is a critical way firms communicate with clients and prospects. And if your firm is like ours, you likely rely on your practice professionals to some degree to help develop content that can be shared with external audiences.

When you have content coming in from a variety of individuals, it can be a challenge to manage the varied writing styles and edit everything to ensure one consistent voice and message.

Cue the writing style guide. A writing style guide helps set guidelines that can be applied to internal and external communications. This consistent approach helps to create a standard of excellence and professionalism in all of your published content.

The writing style guide also saves times by answering frequently asked questions like, “Do we use ‘not-for-profit’ or ‘nonprofit’?” or “When should I spell out an abbreviation?”

While it is ultimately up to the marketing team to review, edit and approve content before it is published, a writing style guide can help reduce the amount of time you spend on the editing process.

Here are a few tips when creating a writing style guide:

1. Jot it Down

Before our team began to put together a formal guide, we simply jotted down tips that we wished our writers knew. When you are editing content, make a separate list of the common errors, corrections, or suggestions you make. These will help mold the writing style guide by answering those frequently asked questions. Often these different “styles” are simply just a number of small tweaks that ultimately create consistent communications that look and sound like one firm.

2. Make it Short and Sweet

This rule applies not only to your professional writing, but also to your writing style guide. Just as clients and prospects want information that is presented in a clear and digestible format, your team members need a style guide that is quick to reference and easy to understand.

3. Cover Your Bases

Go back to your jotted down notes (see #1 above) and start there. Typically, you’ll notice a pattern of tips that you’ll want to set guidelines around. Here are the things that are typically included in writing style guides, but again make sure to adapt it to your content:

  • Commonly used terms – These are commonly used niche and industry terms where you see inconsistencies. There is typically a lot of gray area with these terms, so pick one and stick with it. For example, at our firm we refer to “cybersecurity” (one word) rather than “cyber security” (two words).
  • Grammar – This one might seem obvious but include some common grammar errors that keep coming across your desk. It also helps to pick a formal style book (i.e. AP Stylebook, The Chicago Manual of Style, etc.) in case your team needs more guidelines.
  • Punctuation and symbols – Include guidelines on commas, slashes, “&” versus “and”, numbers, money, percent and time of day. These are frequently used in content and it helps to have clear rules on how to use these.
  • Company name – Include the appropriate use for your company name for both internal and external communications. Let writers know when it is ok to use company abbreviations. List out appropriate use of department/team names and include any specific communication rules regarding your brand.
  • Acronyms/jargon – Give writers examples of industry acronyms and jargon and when it may be best to spell things out.
  • Unapproved terms – Make sure to include unapproved terms that could send the State Board of CPAs or other regulatory bodies calling. For example, one of our unapproved terms is “expert” unless we are referring to expert witness testimony. Explaining where the regulations come from will go a long way and show that you have reason to prohibit these “unapproved” terms.
  • Voice and Tone – Is your firm typically more casual or buttoned up? Help writers understand your firm’s voice and tone. Think about what you want your readers to portray: formal, experienced, witty, approachable, helpful?

4. Show Examples

Show examples throughout your writing style guide. These will help solidify the guidelines and give your writers working examples of how to apply the rules.

Example:

Incorrect: P & N’s cyber security experts are familiar with FISMA, NIST, HIPAA, and more.

Correct: P&N’s cybersecurity professionals are familiar with numerous security frameworks, including the Federal Information Security Management Act (FISMA), National Institute of Standards and Technology (NIST), and Health Insurance Portability and Accountability Act (HIPAA), among others.

 

By creating a writing style guide tailored to your firm, you’ll be on the path to a unified voice and consistent communications and branding (and will hopefully save time editing along the way).

How Well Do You Know Your Clients?

We know how important it is for our doer-sellers to truly understand our clients. When people understand those they serve, they solve problems more creatively, provide better service and build stronger relationships.

To help our doer-sellers guide relationship-developing conversations, we put together a list of questions they should be able to answer about their clients, especially those with whom they work closely.

The goal of this exercise is to better understand areas where we should have more in-depth conversations with our clients and to identify areas for improvement or education (for example, learning more about a client’s industry.)

Many variations of this list are available with a quick Google search, but here are some of the key questions we have passed along to our doer-sellers:

Your Client’s BUSINESS

  • What does the organization do?
  • What is the most recent seminar/conference/educational event they attended?
  • What trade associations are they involved in?
  • What publications do they read? (What external sources do they rely on for information to help them run their business?)
  • What community organizations/efforts/causes are they involved with?
  • What are their key goals or objectives for the current year?
  • What are their key goals or objectives for next 5 years?
  • Did they grow last year? How much? Is this more or less than industry/market average?
  • Who are their major competitors?
  • Where do they get information/guidance from?
  • What strategy does the client have for developing their business over the next 3 years?
  • What other services do they buy/outsource?
  • Which other advisors/vendors do they currently use and what do they think about them?

Your Client’s MARKET/INDUSTRY

  • What are the key competitive pressures in the clients’ industry? (Regulatory changes, new online competitors, pricing pressures, etc.)
  • What is going on in their geographic market(s)?

Your Client Contact PERSONALLY

At the end of the day, our business is still largely built on relationships between people, not companies.

  • What are their personal goals within the organization?
  • What activities or hobbies does your client enjoy?
  • What are their passions/interests outside of work?
  • Where/when was their most recent vacation?

Autonomy as a Motivator in the Sales Process

If you’ve ever seen this popular TED talk by Daniel Pink on “The Puzzle of Motivation”, you know that autonomy is one of the most powerful intrinsic motivators for employees. Autonomy is our desire to have control over our work and choice in how we use our time.

Firms can support an environment of autonomy by giving people real control over various aspects of their work, including business development activities. When done correctly, firms can employ autonomy to motivate doer-sellers to participate in the business development process.

Here’s how to do autonomy the right way:

Communicate Goals & Vision

It’s not enough to tell your people to sell or teach them how to do it (although these are important); they need to know WHY their assigned tasks or individual goals have value to the firm. Make sure employees at all levels of your firm understand the vision and how their piece contributes to the big picture.

Provide Structure, Direction & Support

It’s important to find a balance between autonomy and structure. Before doer-sellers feel comfortable moving forward in the sales process on their own, they need to understand the rules of engagement. At a minimum, make sure your firm has the following in place:

  • Defined Sales Process: Give your doer-sellers a clear path to follow that outlines key steps and responsibilities. A shared understanding of key terms and processes helps to ensure everyone is speaking the same language and working from the same playbook.
  • Training: Incorporate some level of business development training into your firm. This can include tactical, skills-based training (such as how to ask for referrals or CRM training) as well as more general topics (such as understanding the firm’s target industries, service capabilities, etc.)
  • Tools & Resources: Give your doer-sellers the training and technology they’ll need to be successful in the sales process. Make sure employees know where to go when they have questions.

Let Them Fly!

If your doer-sellers have a firm understanding of why business development is important and the guidelines within which to operate, it’s time to get out of the way and let them do their thing!

Map out your current process and identify bottlenecks or unnecessary steps that can be eliminated or streamlined through the use of technology. (Remember, an autonomous environment is more focused on outcomes rather than the steps people take to get there.)

Here a few examples of areas within the BD process you may consider reworking:

  • Do you require a minimum number of hours per year/quarter/month to be spent on BD activities?
  • Do doer-sellers (specifically at the non-partner level) have to seek expense approval before taking a contact out for lunch?
  • Do you block access to social media sites?
  • Are doer-sellers dependent on the marketing team to provide a prospect with general information about the firm, its services, or its industry practice areas? (If your doer-sellers are frequently asking your marketing team for this information, it may be time to consider giving them access to the materials they need with a tool like POUNCE.)

Challenge yourself and firm leadership to find ways to reduce rules, incorporate flexibility and create decision-making opportunities.

Summary

Autonomy is a powerful motivator because it’s really about empowerment and trust. Empowered employees feel more valued and more satisfied, which increases their productivity and engagement. Trust your team to determine how to approach each sales opportunity and you’ll reap the rewards of an engaged, high-performing team.

Also remember: firms don’t have to change overnight. Start with small increases in flexibility and choice and implement changes gradually.

Reasons to Meet with Clients and Prospects in Person (Yes, Even During Busy Season)

As accounting firms across the county enter into yet another busy season, everyone is looking for ways to be as efficient as possible. This means looking for ways to execute tasks quicker, cutting out “non-essential” activities, and focusing on immediate needs only (i.e., getting work out the door).

However, this time of year provides incredible opportunity to strengthen relationships with clients and develop new relationships with prospects.

So even during your busiest times, why should you meet with clients or prospects in person?

1. It shows personal commitment.

It’s easy NOT to go the extra mile when you’re busy. Don’t lose your prospects or clients to other service providers because they feel overlooked by you. If you show a sincere interest in them and their business during your busiest time, that’s something a client makes a note of.

2. It builds trust.

The foundation of every good relationship is trust. When you trust, you form an influential bond that helps you work and communicate more effectively. Being able to look someone in the eye and shake their hand (which you can’t do over email) helps to create an innate sense of trust.

3. It eliminates distractions.

It is easy to become sidetracked. Multi-tasking parties can be checking email or addressing another matter altogether. However, meeting in-person forces all parties to be more present and engaged in the discussion or challenge at hand.

4. It gives you an opportunity to gather important information you won’t get over the phone or via email.

Meeting with clients in person gives you the opportunity to see the reaction, not just hear it or read it. This also enables you to make adjustments in your message or delivery as you go based on the non-verbal feedback you’re receiving from your client.

Additionally, people have a tendency to speak more freely in-person that they would via other communication methods. This means your client may mention something to you in passing that otherwise wouldn’t have been brought up over the phone or via email.

BONUS POINTS: Visit clients and prospects at their location.

When you visit a client in their own space, you can learn so much about the organization AND your contact on a personal level. For example, are there any recent awards or accolades displayed? Are most employees in the office or does it seem quiet, indicating they work remotely? Does their space seem more modern or traditional? The environment can give you insights that may affect your choice of sales tactics or client service approach.

Conclusion

Technology makes it easier than ever to stay in touch with clients and prospects and perform work remotely. While there are certainly times where it makes sense to meet virtually, clients and prospects still value in-person meetings.