Becoming-a-Master-Connector

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Master Connectors are the individuals within every community that other people go to when they have a problem and need to find a solution. Master Connectors naturally attract people to them, both customers and the people who need someone to help with finding solutions. Becoming a Master Connector makes business easier because people are coming to you rather than you always having to go find them; it is a way to generate more referrals and more revenue for your business.

It’s no secret that some people do better than others in life. Is it because they are lucky? No, I think it’s because of two things. One, the harder you work, the luckier you get. And two, it’s about working smarter, not just harder. Becoming a Master Connector is about working harder and, more importantly, working smarter. Master Connectors exemplify the philosophy of Givers Gain® by helping others with the attitude: If I help you and you help me, we will all do better as a result.

It Starts with Attitude

The good news is that becoming a Master Connector doesn’t require years of experience. It only requires a positive attitude, a “give-first” state of mind, and a willingness to commit to learning how to become a Master Connector. 

Master Connectors do more one-to-one meetings with fellow members of their networking group. They give more referrals, and they’re the first to step forward to mentor someone when help is needed. They bring more visitors to their networking meetings, and they help interested visitors to become members. It is not surprising that they build strong, long-lasting relationships and receive more referrals than most people.

The Connector Effect

In my book, The Connector Effect, co-authored with Graham Weihmiller and Robert Skrob, we talk about the “Connector Effect” as your ability to attract people to you. It grows in proportion to your referral network and your ability to solve problems for your friends, family, and your best customers by referring those people to the members in your business network. The more members that you have within your network, the more problems you’re able to help solve for people you know outside of your networking group. You connect people who have a need to the trusted members of your network who can help them. And because your referral partners also trust you and your expertise in your field, they pass referrals of their friends, family, and clients to you.

My Path to Master Connector

When I started BNI® in 1985, I really wanted to be a connector. That was my focus, I wanted to connect people. So, every two or three months I would mail a two-page paper letter to hundreds of people that were in my database, which, at the time, consisted of my Rolodex. The cover letter said, “One of the things I like to do is to build relationships and connect people. Attached is a single sheet of paper with the names of professions that you might have a need for. If you do, just call me and I’ll put you in touch with somebody who handles that.” The second page of the letter had a list of trusted business professionals that I knew and did business with. It did not have their names, it did not have their phone numbers – it only had their type of business profession.

It took about six months to a year, but people started calling me and asking, “Hey, do you know this person? Do you know that person?” I didn’t give the phone numbers in my letter because I wanted to make the connection personally. And that is how I started my path to becoming a Master Connector and ended up building BNI.

Master Connectors love to help people. They practice lifelong learning and continuously hone their skills by doing six things a thousand times rather than doing a thousand things six times.
They know that business networking is more about farming than it is about hunting, and they know how to reap the harvest related to the connections that they make.

Subscription Revenue for Your Business

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I have known Robert Skrob for several years; he is one of my co-authors of the book, The Connector Effect: The Proven Way to Grow Your Business Right Now.

Robert is the #1 authority in subscription revenue growth, and I talked with him about how small businesses can expand their revenue exponentially through subscriptions. He shared information from his recent book, The 9 Proven Models for Exponential Subscription Growth.

Today’s customers are increasingly looking for subscription offers and are more amenable to buying a subscription to a restaurant, to a professional service, or other companies that they use and frequent.

Robert says that this can be a lucrative opportunity for small businesses. Rather than getting a customer one time with a single transaction, they can get a customer that purchases a preapproved series of transactions.

Many businesses don’t think of themselves as having the opportunity to do a subscription model. However, most businesses DO have that ability. Yes, there are a lot of large companies offering subscriptions – think of Costco and Netflix. If we look a little closer, we find that small businesses everywhere also offer them.

Examples of Successful Subscriptions

Many businesses use a VIP model. A restaurant can offer a benefit for VIP members or subscribers to go to the restaurant during certain hours available only to them or to have exclusive VIP access to certain tables while other customers have to wait in line.

A pre-approved supplier business that provides goods or services can invite clients to have a subscription. You may have heard of Dollar Shave Club; they were able to completely disrupt the razor business by providing razors for significantly less cost to consumers. This worked without a distribution system as they were going direct to their customer. Additionally, because they used a subscription model where their customer had pre-approved several orders and thus had a higher lifetime value, Dollar Shave Club was able to disrupt an entire industry.

I realize that there are some businesses that might say, “Well, I don’t see how I could have a subscription.” I asked Robert about the types of businesses that could have the opportunity to do a subscription model.

He said that quite a few businesses already do – from landscaping to pest control, they are already a regular service that people subscribe to. There are some Certified Public Accountants (CPA) that have an audit defense subscription. The client pays an annual fee and if they are ever audited, the CPA firm will come to their defense.

A home roofing company can have an annual gutter cleaning service, sold together with a new roof purchase, or as a stand-alone item. Heating/air conditioning businesses and plumbing businesses offer a type of subscription program. When they go to a home and give an estimate, they say, “It’s this price to do the repair. Or if you would like to become one of our members? You can enjoy the member discount on this repair, and it also entitles you to these additional benefits.”

I personally enjoy membership for this type of service. I have a subscription with an AC and plumbing company that comes to my home every three months and checks my air conditioning units and my plumbing to make sure everything is working well. I appreciate that the company automatically schedules the appointments, and I don’t have to keep track of when it next needs to be done. It also builds customer loyalty. I am not going to call anyone else if something happens between the quarterly visits.

Going Beyond Products and Services

In many businesses, the customer is buying services, or they are buying an item. Whereas with membership, clients are buying a type of promise that they’re going to be connected. For many companies, subscriptions add another revenue stream that doesn’t cost them money to fulfill. It can be a very high margin revenue stream with a large impact on customer value.

Robert says the biggest difference between successful subscription businesses and unsuccessful ones is that their 4 Subscription Growth Drivers work together and are appropriate for their specific subscription model. Each of the nine models is unique and has its own way of attracting subscribers by demonstrating value. Subsequently, the 4 growth drivers, which include pricing and retention, are customized for each model, as he clearly explains in his book, which I recommend.

Many businesses don’t think of themselves as having the opportunity to do a subscription model. However, most businesses DO have that ability. Yes, there are a lot of large companies offering subscriptions – think of Costco and Netflix. If we look a little closer, we find that small businesses everywhere also offer them.

Consider your business – is there a way to reward your most reliable clients with an opportunity to upgrade to VIP status, or to invite your customers to pre-order and receive a regular delivery of pre-approved goods? There is ample consumer convenience in a subscription model and if you are the company that makes people’s lives easier, you can increase their loyalty and longevity.

BNI Master Connector

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It was very exciting to be a panelist during The BNI “Master Connector” YouTube Livestream Event on Tuesday, May 18th, on the BNI TV YouTube channel. If you missed the event and want to watch it, click here.

Thank you to all attendees who sent me their messages. The comments from this third global event were just as positive as our first event: Growing Forward Together, and just as informative as our second event: Restart the World. Thank you to each of the BNI members, directors, and visitors who joined us during this worldwide event.

About The BNI “Master Connector” YouTube Livestream Event

I want to thank BNI Chairman and CEO, Graham Weihmiller, for hosting an engaging panel discussion about becoming a Master Connector. I also want to personally thank the other two panelists for participating in the discussion: BNI Uganda National Director, Diana Ninsiima Kabuuka and the President of Membership Services Inc., Robert Skrob.

The event was open to businesspeople and entrepreneurs worldwide to help them build their business in 2021. During the panel discussion, I shared my vision for the future as well as my insights for business growth and personal success. We discussed how BNI and its 279,000 members are teaching businesses worldwide to foster global business recovery. Building strong relationships and empowered networks will lead to professional referrals and business growth. We shared ideas on how entrepreneurs can effectively build strong business relationships that can restart and ramp up their businesses.

Become a Master Connector

Master Connector is a BNI global initiative to help businesses and people connect. We hope that the tips we shared will help your business navigate through challenging times. Ultimately, we can build our relationships to create empowered networks and give referrals to others. Different people, different places, different countries, different faces, different cultures; we all speak the language of referrals, as we become Master Connectors.

If you are not a current BNI member, we invite you to visit a local BNI chapter and begin the process of building meaningful relationships with the other professionals at the meeting. If you are looking to grow your business, we can help and support your business in the essence of Givers Gain®. To receive an invitation to a BNI chapter in your area, simply click here.

During the livestream event, my fellow panelists and I featured the benefits of becoming a Master Connector and helped attendees understand that the person who builds trust by giving referrals and bringing visitors to their BNI chapter, is the person that experiences the greatest growth. Everyone learned how they can become a Master Connector by building strong relationships, giving referrals, and putting the “Connector Effect” to work in business and in life.

“The Connector Effect”

Viewers learned about the Amazon best-selling book, “The Connector Effect”, which I co-wrote with Graham Weihmiller and Robert Skrob. In this book we describe how using “The Connector Effect” can make business more lucrative, rewarding, and fun.  This book supports the broader business community with tips on how to become a Master Connector.  Use this link to download your own Kindle version of the book.

Connect at BNI Global Convention 2021 – Master Connection

Learn more about the content available to Connect. Master. Grow. by attending BNI Global Convention October 6-9, 2021. BNI is excited to offer two ways to participate, either in-person in Miami, Florida or virtually.

  • Connect to Master Connectors near and far through easy-to-use technology.
  • Master skills from industry leaders with a flexible schedule to meet your needs.
  • Grow through the Master Connections you are creating with the other attendees.

Tickets for the BNI Global Convention 2021 are now available. Click here to register.

Thanks to the BNI Marketing Team for the planning, marketing, and execution of another amazing livestream event. I also want to personally thank the BNI Chairman and CEO, Graham Weihmiller, for his inspirational vision for the future. BNI brings so many people together and connects them with each other for such a productive purpose.  With BNI you can become a Master Connector too.

 

Master Connector

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Business leaders from around the globe will learn how to become a Master Connector on May 18th during the BNI Master Connector YouTube Live Event. I, along with a panel of experts, will be sharing ideas on how entrepreneurs can effectively build strong business relationships that can restart and ramp up their businesses.

Master Connector

On April 1, 2021, BNI kicked off a global movement, Master Connector, to unite organizations and business leaders worldwide to help local, national, and global businesses get back on the path to growth by building strong relationships with trust, giving referrals, and putting the “Connector Effect” to work in business and in life. Watch my video about becoming a Master Connector.

BNI’s Master Connector YouTube Live Event

If you are looking to grow your business beyond where it is today, then you will want to mark your calendar for May 18th, 2021 to watch BNI’s Master Connector YouTube Live Event on May 18th at either 8:00 am or 4:00 pm EDT. During each of the one-hour sessions, Graham Weihmiller (BNI Chairman and CEO) will be hosting an engaging panel discussion about becoming a Master Connector, with Diana Ninsiima Kabuuka (BNI Uganda National Director), Robert Skrob (President, Membership Services Inc.), and meClick here to register to attend one of the event sessions.

The BNI’s Master Connector Event will stream to over 70 countries via YouTube Live.  Viewers will enjoy learning about the Amazon Best-Selling book, “The Connector Effect”, which I co-wrote with Graham Weihmiller and Robert Skrob. The event also features the benefits of becoming a Master Connector and helps attendees understand that the person who builds trust by giving referrals and bringing visitors to their BNI chapter, is the person that experiences the greatest growth.

We are expecting tens of thousands of BNI Members, alumni, collaborators, and colleagues to attend these two sessions. Master Connector is a global initiative that will continue well past this event. We hope that the tools and tips that you learn will help your business successfully navigate through challenging times. Ultimately, we can build our business relationships together, create empowered networks, and give referrals to others.

“The Connector Effect”

Consider downloading Amazon’s Kindle version of “The Connector Effect” book where co-authors, Graham Weihmiller, Robert Skrob, and I, talk about how using “The Connector Effect” can make business more lucrative, rewarding, and fun.  This book supports the broader business community with tips on how to become Master Connectors. You’ll learn how to leverage your network and connections to effectively grow your business, and support those around you. Use this link to download the Kindle version of the book.

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Master Connector Sessions Time Schedule

This one-hour event will stream to over 70 countries during two sessions via YouTube Live. The chart below lists the scheduled local time for your country.

Remember the Registration

Registration is now open to join us during one of the two event sessions. Visit https://cvent.me/lzAqLr?RefId=IvanMisner  to register or click below.

BNI brings so many people together across so many boundaries for such a productive purpose.  Therefore, we invite visitors and build meaningful relationships with our fellow members. We extend our hand to those who are looking to grow their business to visit a local BNI chapter. You can receive an invitation to a BNI chapter in your area with this link: https://www.bni.com/find-a-chapter. We can help and support your business in the essence of Givers Gain®. At BNI, we are Master Connectors and we invite you to become a Master Connecter, too.

Robert

How to Get Attention, Build Trust and Generate Better Customers, Simplified by Robert Skrobstring(91) "How to Get Attention, Build Trust and Generate Better Customers, Simplified by Robert Skrob"

I’ve asked Robert Skrob to write another guest blog for my site. Today, he is sharing the topic of Jim Collins’ Good to Great. “Good is the enemy of great” rallied players of the 2004 Tampa Bay Lightning toward this professional hockey franchise’s first Stanley Cup. They were repeating the mantra within the business book phenomenon of the last decade, Jim Collins’ Good to Great, published in 2001. Over 2 million copies of the book were sold, creating a huge consulting and publishing business.

 

But what made the book Good to Great so great? Jim Collins used engaging and memorable stories to illustrate his otherwise mundane points.

The actual lessons of the stories, “hire the right people,” “stick with what you are good at,” and “building momentum with a consistent effort toward one organizational goal” are well-known business concepts.  Yet, his book was propelled to the top (and his consulting firm with it) by the power of those stories he uses to illustrate those points.

 

Jim Collins’ international bestseller became famous because of its compelling stories rather than its revolutionary wisdom.

 

Learning Stories

Just like Collins’ “get the right people on the bus” and “fly wheel” stories, Learning Stories illustrate specific teaching lessons. Each story focuses on a problem and provides details on how the problem was solved with an explanation of why it worked. Your goal for Learning Stories is to get your audience to say, “Now I know how to avoid that mistake” and “That makes sense now that it has been explained to me.”

 

Within Learning Stories, it’s important to provide a detailed context. Your audience must be able to see themselves confronted with the problem of putting together the right team to understand that they must get the right people on the bus and the wrong people off the bus. That’s why in Collins’ book, the author spends a lot of time talking about the problem team members and the frustrations the business faced before coming to this realization.

 

Spur Action Stories

These stories get someone to take action. A common example is the NutriSystem commercials that feature Dan Marino saying “I lost 22 pounds, and you can, too. Lose the weight; get back in the game.” This is a simple example because the target audience for this ad readily recognizes Dan Marino’s name, but this story has all of the basic elements of a Spur Action story.

 

Spur Action stories describe a successful action that took place in the past, state, or implies the impact of inaction and allow the audience to see themselves in that position. Your goal with these stories is to get the audience to say, “What if that were me?” and “It’s only going to get worse unless I do something about it.”

 

Mission Stories

A lot of marketers teach you to give a “reason why.” For example, if you are having a sale, you can’t tell your prospects that you are having a sale to generate new customers to upsell them into other products. Instead, it has to be because you over-purchased, it’s St. Patrick’s Day or you have a tax bill to pay. But whatever the “reason why,” it’s more than “sales are low and you need to generate some interest with lower prices.”

 

When someone is considering working with you, they are asking themselves, “What’s in this for you?” If your stated motivation is nothing other than profit, you’ll be looked at with suspicion.

 

Walt Disney was a relentless promoter of his theme parks. However, his customers forgave him because of his stated mission, “To create a place for parents and children to spend pleasant times in one another’s company, a place for teachers and pupils to discover greater ways of understanding and education.” In Good to Great, Jim Collins includes a Mission Story about creating a more productive world with leaders that employ his philosophies.

 

Empathy Stories

When I first heard about story writing, I was totally intimidated. I told myself, “Oh great, now I have to learn something else. How in the world am I supposed to become a good storyteller?” While I always marveled at stories and enjoyed hearing them, I believed storytelling was out of reach for me. I’m an analytical person and just not creative enough to invent stories. When I forced myself to try to write stories, I figured out that it’s not about inventing stories. Creating stories is simply writing down what happened. And I realized I told stories all the time—to friends, to my wife, and to my kids. All I had to do was channel a skill I already had into stories with a purpose.

 

Empathy stories relate to what your readers are thinking or feeling about a situation, empathize with their belief, and then show why that belief is false. The quick story above addresses a concern you may have had learning to write stories yourself. In it, I reveal that I had misgivings about what I’m now teaching, acknowledge the reasons for my belief, and then show why that belief was false.

 

Origin Stories

Good to Great includes a detailed description of the research methodology used to determine what great companies do that others do not. Collins gives descriptions of several great companies as well as a set of other companies he uses as comparisons.

 

Origin Stories are the most important stories for you to use regularly. When your customers look at you today, they see a successful person, someone with a lot of knowledge and money. They perceive you are different from them.

 

Writing Your Own Stories

The great communicators all use stories to help their audiences understand their messages. As you watch television and listen to radio commentators, keep an ear out for the stories. While reading books, pay attention to the stories and start a little catalog of stories organized by the five types outlined here. Soon, crafting stories and communicating in stories will become as easy as getting the right people on the bus and the wrong people off the bus.

 

swirl

Become Productive by Getting Out of the Swirlstring(45) "Become Productive by Getting Out of the Swirl"

I’ve asked Robert Skrob to write another guest blog for my site.  Robert is also the author of “Retention Point, which I highly recommend.  He previously shared the topics of “The New Customers Experience”, “Creating a Vibrant Community Around Your Company”, “Creating Case Studies” and  “A Networking Secret” on my blog.   Today, he is sharing about “The Swirl”. Read closely – Robert is truly an expert about getting out of the swirl.

“The swirl” is one of the things we talk about with Harley-Davidson dealers when we are coaching them to improve the profitability of their dealerships. At any given time in a dealership, there are customers considering buying motorcycles, trying on clothes or waiting for their motorcycles to be serviced; service techs working on motorcycles; parts orders arriving via UPS; and a parade of salespeople walking through the showroom. There are a hundred things the dealer would like to pay attention to, and at the end of the day, he’s exhausted. He works hard every day, but he can’t find time for the things that are most important because he is too busy.

That’s the swirl. Perhaps you have it in your own business. So many different urgencies crop up that you aren’t able to work on what’s most important. It’s like one of those shooting galleries at the fair. Targets pop up and you have to shoot them quickly before they disappear again. At the carnival, you’ve got to concentrate on the gallery to score maximum points and get the biggest prize. It feels great when you hit all the targets, both at the carnival and in your business.

When I get into the swirl in my own business, it actually feels good. It’s like I’m the head of an army that’s under attack. I’ve got projects and problems coming at me from all sides, and I’ve got to keep them all under control. While being in the swirl can feel invigorating, staying in the swirl is the wrong approach for a business owner. With Harley-Davidson dealers, we taught them to create trackable goals for each department.

Here is what we coached them to do:

Set your goals by first determining the total amount of money you want to make at the end of the year. Then assign a net profit contribution from each department. Based on that expectation, set goals for each month and what must be done within each department to achieve those goals. For instance, for motorcycle sales to generate the desired amount of profit, determine how many motorcycles the sales department needs to sell as a department. This will allow you to estimate the number of motorcycles each salesperson must sell each week to meet your goal.

Managing this way is like having a pause button for the swirl. You see that it exists, but it’s happening to everyone else, not you. That’s because your attention isn’t focused inside the swirl; instead, you can see all the way through it, straight to your goal. You are able to keep your attention on what’s really important, driving your business toward your real business goals.

Most business owners find themselves caught in the swirl. Within the swirl, we jump from one project to the next. Our goal is to keep everything running so we can quickly move on to the next big idea. We lose sight of where we are really trying to go. And it’s easy to find ourselves working and working and never seeming to make any progress.

It’s important to create a careful plan for the business you want to create. Outline the types of programs you want to offer, and create a timeline for when you’ll implement those programs. What will each of those programs contribute to your company’s profit? Who is responsible for getting them implemented? And for each person with responsibilities, what’s his or her schedule for getting the work done? These basic goal-setting and project management plans can mean the difference between getting caught in the swirl and reaching your business goals.

At the beginning of this year, you probably made some resolutions. You may have set some goals for yourself to achieve. How much progress have you made? If you’ve made progress, it’s probably because you set out monthly, weekly and daily goals in addition to just making a resolution.

If you haven’t made progress, make an appointment with yourself—an appointment you refuse to break. Outline what you need to accomplish each month to make your goals a reality. Consider what has to be done each week. And then put each week’s goals into your calendar so you’ll take a break from the swirl to get the important projects done. In the same way, you’d step away from your business to go to a doctor’s appointment, step away to improve the health of your business by focusing your attention on your most important goals.

While the swirl feels good at the moment, working on your goals gives you a great feeling that lasts. It’s actually a feeling of superiority. You can hold yourself above other business owners when you see them battling within the swirl.

Secret

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I’ve asked Robert Skrob to write another guest blog for my site.  Robert is also the author of “Retention Point, which I highly recommend.  He previously shared the topics of “The New Customers Experience”, “Creating a Vibrant Community Around Your Company” and “Creating Case Studies” on my blog.   Today, he is sharing a networking secret. Read closely – Robert is truly an expert.

There’s an ultimate test of physical endurance and mental fortitude: a six-day, 153.2 mile ultra-marathon across the Sahara desert called the Marathon des Sables (Marathon of the Sand). Competitors carry their own supplies as they compete in temperatures exceeding 120 degrees. The longest one-day distance covers 50.6 miles and includes 14.3 miles of sand dunes.

Four-time champion Mohamad Ahansal grew up in the Sahara. And in a place where most just try to survive, the skills Mohamad learned helped him become a winner in one of the most grueling footraces in the world. Since 1997, either Mohamad or his older brother, Lahcen, had won the race, until the 2014 year, when Rachid el Morabity, their trainee, beat Mohamad by seven minutes. Morabity has won the race each year since.

Morabity attributes his winning time to using a unique zigzag method to climb the large sand dunes that make up many miles of the race.

“Other runners, they go directly up the hill,” Morabity says. “They don’t notice the secret.”

Even though it’s easy enough to see the secret, instead of emulating the champion, competitors innovate their own improvements and try to barrel directly up the hill. Their intuition tells them that a straight line is the shortest distance and the shortest distance is always the quickest. Instead of learning from the proven results of the winner, they follow their less experienced intuition.

I used to think the same way. I’d learn a technique or a strategy from a mentor, and then I’d put my own spin on it. I’d say to myself “That may have worked for him, but I’m going to improve it and make it work even better for myself.”

It took me years to figure out my mentor’s technique was already improved. I was learning from the champion. There was no need for me to create my own innovations. Instead, I needed to get better at emulating what had already been proven to work.

I see people (who should know better) make this same mistake all the time. Instead of simply emulating what works, they try to make improvements. Or worse yet, they ignore the aspects that work and imitate the insignificant details.

They see, but they do not learn.

Within BNI, we have Ivan Misner, Ph.D. to learn from and emulate. He’s been networking, teaching networking and thinking about networking for more than 35 years. And yet, what do some new chapter officers do, make their own “improvements” to the system.

On its surface, following the system may appear difficult. It may seem like a harder way.

However, it’s similar to the Marathon des Sables champion’s “shortcut” of zigzagging back and forth while climbing sandy dues for miles. At first glance, the zigzagging appears to add more distance. Why would you want to add steps when you are already running 50 miles through a desert?

It’s because when you are running 50 miles through a desert, adding a few feet through slogging sand in an uphill climb saves you a lot of energy. That saved energy helps you endure longer and reach the finish line more quickly.

Too many people add features, change scripts or create innovations that reduce their own performance. What’s worse, they are also impacting the performance of every member of their chapter.

Instead, focus on following the system.

If you want to make changes, be clear about the goal you are trying to accomplish.  Become a scientist by first setting a hypothesis, “I believe making a change to ____ will increase referrals passed.”

If you can increase the number of referrals passed, Dr. Misner is eager to learn how you did it.

Dr. Misner approaches BNI as an engineer. If you can build a better, cheaper bridge in a shorter period of time, every engineer wants to know about that. Same with Dr. Misner and BNI, if you innovate a way to increase referrals within a chapter, then we all want to know about it.

But, making changes because you have a preference or belief isn’t good enough.  There are too many smart business people who are depending on the performance of your chapter to take any chances.

Follow the secret, hidden in plain sight. Then test innovations to determine their impact on your chapter.

Case Studies

How to Create Case Studies that Make Customers Buy, Engage and Ascendstring(69) "How to Create Case Studies that Make Customers Buy, Engage and Ascend"

I’ve asked Robert Skrob to write another guest blog for my site.  Robert is also the author of “Retention Point, which I highly recommend.  He previously shared the topics of “The New Customers Experience” and “Creating a Vibrant Community Around Your Company” on my blog.  Today, he is sharing the topic of creating case studies. Read closely – Robert is truly an expert.

Creating Case Studies

Your customer has three important decisions to make about you and your products. With each decision you have the opportunity to win or lose the customer.

Those decision points are:

  1. Should I give this product a try?
  2. I bought, is this really worth what I invested in time and money?
  3. I’ve been a customer for a while, I’ve enjoyed this in the past but is this still worthy of my time and money?

There’s one marketing tool that can help your customer choose you each time: a well-crafted client case study.

Really? A client case study?

Yes. These case studies and client stories are the most powerful tools you have on your side to foster strong relationships with potential customers, new customers, and long-time customers.

The publishing industry has undergone a huge transformation in recent years with subscriptions at historic lows. Today, Business Week is a shell of what it was with fewer than 950,000 subscribers each month. People Magazine, however, has more than 3.5 million subscribers. People want to read about other people.

Your customers want to hear about people like them. They want to hear stories of striving, overcoming, and of the underdog beating more powerful rivals. As great as your teachings and training resources are for your members, these stories are what they really want. You’ll attract and retain your customers in proportion to how well you deliver these stories.

These stories also prove that what you say is true. When you deliver example after example of individuals who have used your product or service and succeeded, you impact how your members think about your program and themselves. Even if a customer hasn’t gotten results. After reading or watching a video about one of your client success stories, they think, “Gee, maybe this is possible.”

After enough of these stories, your customer says to himself, “If that guy can do it, I can do it, too.” After this mindset transformation, she’s a lot more likely to use what she purchased and consider buying more. Which brings us to the question of the day:

How do you write a terrific client success story?

Recently, a long-time client asked me the following question about case studies; perhaps you have wondered something similar:

“My question for you is do you use these questions on clients based on what YOU did for them? YOUR process? Meaning, should I do these to sell myself and my product? Or do I put these forward as their own case studies of how my client became successful and leave me out? Then just mention some of the things I teach?”

On how far to promote yourself and your strategies in your case studies — it depends on the how you are using them.

If you are presenting case studies within a sales presentation, then you’ll want to make it clear where you were involved.

Or, if you are presenting this case study to existing members, you may be advocating a key philosophy. In this case, you may indicate the person is a member or client, then describe how using a particular product or service you sell created the impact.

To summarize: If you are in an overt sales situation, then be overt about your involvement. Then, in many other cases, it may be appropriate to illustrate the power of implementing your philosophy.

My formula for creating case studies is simple. I start by recording an interview with my member. I then provide the interview transcript to a writer to create a written case study.

Here are interview questions to get you started.

As you read the questions, replace the words “your member breakthrough process” with the name of your product or coaching program:

  • What’s your background? How did you get started doing what you are doing now?
  • How did you discover “your member breakthrough process”?
  • What did you think of it when you first saw it?
  • How did you get started implementing “your member breakthrough process”?
  • What has changed in your life since you discovered “your member breakthrough process”?
  • What advice do you have for someone else who has just discovered “your member breakthrough process” and is deciding whether or not to try it?

For best results I conduct these interviews personally. I can explore areas that would be interested to members by asking follow-up questions. However, if time is short I’ll often send these questions out as a survey instead.

Once I have a good interview recorded, I use the transcript to craft a compelling success story.

Once you have these case studies, you can use them in presentations, monthly newsletters, pull them together into books to give to prospects, or include them in email follow-up sequences to convert more prospects int customers.

Use demonstrations, capture case studies everywhere you can, and teach through examples rather than relying only on lectures.

Robert Skrob is the #1 expert in membership and customer retention and the author of the book, Retention Point The Single Biggest Secret to Membership and Subscription Growth. He has helped hundreds of membership programs launch and then grow from start-ups to become some of the largest membership and subscription companies in the world.

 

Vibrant Community

Creating a Vibrant Community Around Your Company by Robert Skrobstring(64) "Creating a Vibrant Community Around Your Company by Robert Skrob"

I’ve asked Robert Skrob to write another guest blog for my site.  Robert is also the author of “Retention Point, which I highly recommend.  He previously shared the topic of “The New Customers Experience” on my blog.  Today, he is sharing the topic of “Creating a Vibrant Community Around Your Company”. Read closely – Robert is truly an expert.

Creating a Vibrant Community Around Your Company

What if you had 45 percent of the available customers within your market?

The mutual fund company, The Vanguard Group, does just that. More than 45 percent of the money flowing into mutual funds today goes into a Vanguard managed fund.

You’d think they wouldn’t need to do much for their customers. Since they specialize in index traded, set-it-and-forget-it type investment vehicles, you’d think they wouldn’t need to communicate with their members. In fact, the opposite is true. The Vanguard Group has one of the most vibrant customer tribes in the investment world, and it’s a large part of their success.

The term “Boglehead” may not mean much to you, but I’ve been a Boglehead since 1991. Actually, we weren’t called Bogleheads then; instead, we were known as “Vanguard Diehards.”

While I pursued my master’s degree in accountancy from Florida State University, I wrote a paper about index fund investing. Mind you, this was during the big recession of 1990-1992. Through my research, I discovered that fewer than 30 percent of the professionally managed mutual fund companies beat the S&P 500 index in any one year. And a much smaller percentage could beat the index over a period of five or 10 years.

I figured if full-time professionals couldn’t consistently beat the S&P 500 index, why should I believe I could pick stocks any better working part-time? I became a believer in index fund investing and have stuck with it ever since. Of the index funds, The Vanguard Group is consistently the least expensive, so I’ve been squirreling away my savings there ever since.

Jack Bogle, the founder of The Vanguard Group, passed away in January 2019 at the age of 89 years old.

As the founder and while CEO of Vanguard, Jack was an avid promoter of index fund investing. He was an outspoken critic of high-fee mutual funds and “financial buccaneers offering a panoply of silly investment strategies that people may not understand.”

Jack Bogle created thousands of fans. One of them started a membership site called Bogleheads.org. It’s grown to have an annual meeting with appearances by The Vanguard Group executives, a field trip to Vanguard headquarters, and featured speakers from the world of personal finance.

You may have different opinions with regard to investing. You may be a financial advisor who offers investment vehicles that directly conflict with what’s published on Bogleheads.org. However, see Bogleheads.org is an excellent case study on how you can create a vibrant community around your company, no matter what you offer.

Within the “Start here” menu, Bogleheads.org outlines the investment philosophy first promoted by Jack Bogle during the 1980s.  This gets new members caught up on the values of the Boglehead community. In a word, it indoctrinates them. This is a critical piece that’s missing from most information marketing businesses.

Bogleheads.org gives its members valuable information (ROI), a connection to a community of like-minded people, an opportunity to contribute by posting content, recognition for being helpful to other members, and an opportunity to be part of something greater than themselves.

Even though the site has a dated design and the founder of the philosophy has passed away there are still thousands of active users every day.

Plus, for Vanguard, it insulates its members against all the conflicting investment offers within the marketplace. The community helps customers believe the single best investment option is low expense mutual funds. The same low-cost mutual funds Vanguard happens to specialize in delivering.

What if you had a community indoctrinating new customers into believing the products and services you offer are indeed the best solutions to your customers’ problems? Perhaps like Vanguard, you could own 45% or more of your market?

It all starts with your core values. BNI’s core values are Givers Gain®, Building Relationships, Lifelong Learning, Traditions + Innovation, Positive Attitude, Accountability, and Recognition. When BNI members experience the power these values have within their business life they become excited members for life.

What are the core values of your company?

For The Vanguard Group, Jack Bogle had to convince investors that index funds were the smarter way to invest. What must your customers believe and how should they behave to get the most value from what you deliver?

This may be an “advanced” marketing skill. But when it’s complete, it can give you a fast-growing world-wide business that leaves competitors scrambling for second place.

Robert Skrob is the #1 expert in membership and customer retention and the author of the book, Retention Point The Single Biggest Secret to Membership and Subscription Growth. He has helped hundreds of membership programs launch and then grow from start-ups to become some of the largest membership and subscription companies in the world.

New Customers

Are you pushing your new customers away or building trust for repeat business? by Robert Skrobstring(94) "Are you pushing your new customers away or building trust for repeat business? by Robert Skrob"

Today, I’ve asked Robert Skrob to do a guest blog for my site.  I thought it was fitting because Robert was recently a guest at my home to work on a new book that we are writing (the working title is: The Connector Effect).  Robert is also the author of “Retention Point, which I highly recommend.  I should also note that he was a great guest at our home. That statement has nothing to do with the incredible Cabernet Sauvignon that he gave us as a gift for staying with us.   Today, he is sharing the topic of “The New Customers Experience”.  Read closely – he is truly an expert.

The New Customers Experience

Imagine yourself walking into a restaurant at 3:32 p.m. It’s three hours past your regular lunchtime, and you are starving because you were in a hurry and skipped breakfast earlier, as well as your normal lunch. You have a headache from not eating. Just from feeling so hungry, you are grumpy and all-around sick. You finally get the attention of the hostess who was busy with table work as the lunch rush has long passed. The hostess walks you to a table where you are immediately greeted by your server. Your server takes one look at you and says, “You look hungry. I’m here to help you get the food you need, as quickly as possible. These are the three items that come out of the kitchen the fastest this time of day. They are 1. Salads 2. Soups and 3. Sandwiches. Would you like one of these three options, or would you like to see the entire menu?

How would you feel about that experience? A lot more confident, right? I know I’d be excited to have a server who recognized what I needed and dedicated herself to getting it to me as quickly as possible.

What if, instead, the server showed up with a tray full of desserts saying, “Darling, we’ve got a bunch of desserts left over from lunch. Here are some key lime pie, cheesecake, and a bowl of ice cream. Enjoy.”

I don’t know about you, but I’d be frustrated. Dessert may be fine later, but right now, I’m starving. I’d like to eat something before dessert. You’d likely feel the same way. You’d begin to wonder if you were in the right place or if you should find some other restaurant where the people working understand their job is to give real food (rather than desserts) to hungry people.

Too many businesses make a similar error with their customers. I’ve come across many who welcome their new customers with friendly conversations, follow-up calls from customer service reps. and/or gifts of cookies, coffee cups, and T-shirts. This is similar to delivering desserts to a hungry, grumpy, in-a-hurry guest in a restaurant.

Chances are, your customer didn’t join because he wanted to speak with someone from your support department. So when she receives the call, she’s thinking, “That’s nice, but this doesn’t solve my problem.” To you, it’s another contact to demonstrate you care. To your new customer, it feels like pestering.

If I buy your product to get a tool or to learn how to relieve some pain in my life, that’s what I’m going to be looking for. And anything I get that’s inconsistent with that solution is going to make me wonder if I can really trust you to deliver the solution you promised. So think: How can you craft the first thing your customer receives to be your version of the “Here are the three items we have that come out of the kitchen the fastest …” solution to your customer’s greatest hunger? After all, in order to make the sale, you did all you could to point out your customer’s pain points, irritate that pain, and make him so uncomfortable he couldn’t do anything but buy immediately. He’s ready, so why are you making him wait? And it’s not just friendly calls and gifts.

There’s a place for dessert at lunch. Let’s go back to our restaurant story. What if, after you enjoyed a hearty lunch, served promptly, the waitress came by with some free desserts? At that point, dessert would be awesome. Those desserts would have a tremendous impact. To have a positive impact on customer retention, you can deliver those bonus “desserts” after you’ve delivered on your core promises and have built trust with your new member. When your customer chooses to buy from you, you have a short window of time to solve the problems you promised to solve, or you will quickly lose their trust. This is your opportunity to deliver your very best solutions, quickly and concisely, so you can establish yourself as someone your customer can rely on.

Robert Skrob is the #1 expert in membership and customer retention and the author of the book, Retention Point The Single Biggest Secret to Membership and Subscription Growth. He has helped hundreds of membership programs launch and then grow from start-ups to become some of the largest membership and subscription companies in the world.