Recently in Communication Category

You have a contact - first/last name & email.  

You would like to know more about this contact & whether you can do business with them.

And, you have searched LinkedIn and failed to the find the contact.

So, now you need to invite the person to join LinkedIn.

But, be careful and use these exact steps.  Otherwise, you will end up being labelled a "spammer" by LinkedIn.

Step 1.  Sign into LinkedIn  & Locate "Network" on Black Tool Bar

Step 2.  Hit "Network" to get a drop down and then hit "Add connections".

You should see this screen - be very careful here and don't hit anything but the "Any Email" button on the far right.

Don't touch any other buttons - very bad Karma.

Step 3. LinkedIn will continue to try trick you, but don't fall for it.  They only want your email addresses.

You should see this screen.  

Don't touch anything except the small triangle "invite by individual mail".

Hit it once. It should turn and point down.

Step 4.  Copy and Paste the one email address.

Step 5.  Email your contact & explain why you invited him/her to LinkedIn: what is in it for them.

If you found this LinkedIn Tip useful, then follow Franchise-Info on LinkedIn by hitting "Follow" on our LinkedIn company card, below.

You will automatically get more tips delivered right to you.

There are two basic Trade Show strategies: gather or filter.

If your primary objective is increasing brand recognition, getting the word out about a new product, or attracting the majority of the show's attendees, you probably want to gather.

If your objective is to attract top prospects, increase face time with highly qualified buyers, or search for those hard-to-find A-level leads, you probably want to filter (a technique that places quantity on the back burner, opting instead for fewer, but more qualified, leads).

The following tactics will help you implement the approach you choose, and ultimately land you the quantity and quality of leads you're looking for.

Option 1: Gather

If you're looking to create a rush to your booth, you'll want to let everyone know what you've got planned. Pre-show e-mail campaigns are designed to do just that: reach as many people as possible for as little as possible. Send e-mails introducing your company and letting attendees know where your booth is located and why they should add it to their must-see lists.

To gather attendees at your booth, you need to create a reason for them to come. Build traffic by distributing promotional items, hosting an in-booth contest, activity, or presentation -- anything that will pique attendees' curiosity and get them into your exhibit.

The layout of your booth should be open and inviting: no walls that block attendees, no imposing barriers such as counters or tables. Signage should be bold and eye catching. If there's not a line or crowd in your booth at all times, you're doing something wrong.

Your booth staff should be trained to collect leads efficiently. Now is not the time for long sales pitches; you're focusing on the sound-bite speech. And, with so many attendees expected to pass through your exhibit, a quick, reliable lead-capture system is vital.

Option 2: Filter

The first step when filtering attendees is to determine whether there are enough valuable leads attending the show to make it worth your while to exhibit. If there are, then you'll need to find out who those leads are, design a marketing strategy to reach those individuals, and get enough of them to visit your booth -- and ultimately purchase your product or service -- to pay for your presence at the trade show.

At the least, you must identify and contact the attendees you'd like to see and let them know you'll be at the show. At best, you can set up appointments ahead of time with key prospects and VIP clients.

If you're not sure who your top prospects are, devise a plan to cull those few qualified attendees from the herd. E-mail all attendees a link to a Web site where you pre-qualify leads via an online survey. Then target the most promising respondents.

While no one wants to be seen as unfriendly on the trade show floor, your booth should not go out of its way to attract everyone. Here, barriers to entry are not only acceptable, they might even be preferable. Meeting rooms are probably necessary. Signage should allow attendees to self qualify rather than attracting every Tom, Dick, and Harry.

Consider a high-priced or high-quality promotional giveaway, something of greater value than the branded pens or T-shirts you might use if you were gathering. Remember, since you're exclusively focusing on a handful of attendees, you can afford to spend more per attendee than if you were targeting the show's entire pre-registration list.

This has been a guest post by Bob Milam. Bob has just unveiled a brand new service for 2011. It's specifically designed for exhibit and trade show managers and it's called "Ask Trade Show Bob."

(You'll get 30 minutes of on-the-fly strategic and/or tactical trade show advice for just $69.00 per 30-minute session. Bob is available any time, day or night, before, during or after your show. )

What's on your iPod? What's in your Netflix cue? What shows do you Tivo?

In this age of social networking, we like to turn to others to help guide our choices. Simple technologies allow us to more easily find, connect with, and tap into the brain trust of a much larger group of individuals than before.

Except at most meetings. Yes, we are getting better at more strategically incorporating shared interest groups and other communities of like-minded individuals into conference schedules. But when we talk about tapping into the interests of the community, we have a lot of unfulfilled opportunities.

While I'm a heavy user of sophisticated electronic community-building software whenever it is part of a conference, here are a few easier-to-implement tactics:

1. In meeting registration materials spotlight a half-dozen or so actual attendees and the mix of activities they plan on attending during your conference ala "What's on your meeting schedule?"

2. In addition to the traditional speaker bio have each presenter share one book and one blog related to their presentation that they consider "must read" and one relevant resources to follow on Twitter, Pinterest, or another similar site.

3. Add a field to your registration database asking participants to identify a question or topic they would most like to engage with others around during your meeting. Print it on nametags and in your participant directory.

4. In a general session, create some optional "reserved" seating areas for people with common job functions. Then allow time at the close of the session for people to share with each other how they plan on applying the speaker's ideas.

5. Organize your registration area not alphabetically, but by local affiliates, states, or some other demographic that makes standing in line a potential networking opportunity.

6. Do a "stand up or raise your hand if this statement describes you" exercise at the start of a session. Read a variety of demographic statements of characteristics and ask people to stand if the statement applies to them. It provides a quick visual of who's in the room and can facilitate some fast connections among kindred spirits.

Birds of a feather do indeed flock together, and the smart meeting planner helps facilitate those connections being made quickly and frequently throughout a conference.

How else have you seen a meeting or conference help people connect or spotlight individuals as curators for others?

This has been a guest post by Jeffrey Cufaude. Jeffrey Cufaude is an architect of ideas, working to build communities of ideas and idealists through his writing, facilitation, consulting, and speaking. Very active professionally, Cufaude has twice served on the Indiana Society of Association Executives Board of Directors (ISAE), and has been honored as the ISAE Meeting Planner of the Year. He also contributes in a variety of capacities to ASAE (American Society of Association Executives), currently serving as a member of its Innovation Task Force. He designed and facilitated ASAE's Future Leaders Conference, one of their flagship initiatives from 1998-2007.

When you go to your next trade convention show, you will want to network with as many people as you can - which means you have to leave many conversations. How do you do this gracefully?

Here is an example of an awkward exit, and some tips on how it could have been handled better. The other night at a networking event I ran into someone I had met at another event. We were chatting, but during a somewhat awkward pause he looked at his plate and said "these stuffed mushrooms are really good. I'm going to get some more." He simply walked away, went to the buffet and started filling up his plate. I stood there for a minute wondering if I should follow him, stay where I was and wait for him to return or find another person to talk to.

After standing there for a few more moments, feeling rather stupid, I realized he was not coming back. I wondered if I had said something wrong or maybe, horrors, I had halitosis. I felt foolish for standing there thinking he would return.

What went wrong here? As I reflected on this, I realized this man, I'll call him Chris, was finished talking to me but had no idea how to gracefully end the conversation. He attempted by giving a plausible excuse, but he did not make it clear the conversation was over.

The most important rule when ending a conversation with someone, whether at a networking event, party or out and about, is to be gracious and kind to your conversation partner. Even if the person was the biggest bore or had the worse halitosis it's important to not communicate displeasure with them. And, you must clearly end the conversation so you're partner isn't wondering if you're coming back.

What could Chris have done differently? At the very least he should have said to me, "wow, these stuffed mushrooms are really good. I'm going to get some more. It was great seeing you again. Enjoy the event."

Or "I'm going to freshen my drink. I enjoyed our conversation. May I have your business card? I'd love to stay in touch."

Or, "It's been really nice talking to you. I don't want to keep you from mingling with others. Enjoy the event."

Or, "Arden, have you met Mary? She is also into biking. I bet you two have a lot in common."Then make the introduction and exit the conversation.

All of these options are kind and clearly convey the conversation is finished. I would have known immediately Chris did not want me to follow him, nor wait for him to return after chowing down.

We really shouldn't expect to talk to someone for more than five minutes at a networking event. That's usually about how long we can sustain small talk with a stranger. So, expect to enter and exit several conversations at an event. Just be sure to exit conversations graciously, so that the person saves face and doesn't wonder if they said or did something wrong.

A few other tips. When you're talking to someone, give them your full attention and never scan the room looking for your next conversation partner. Even if the person you're talking to isn't a potential client or doesn't offer what you're looking for don't just give up on the conversation. You never know who they know or if there might be partnership opportunities in the future.

If you're walking into a networking event or party and you don't know anyone, look for groups of three or more, because they tend to be more casual groups open to newcomers. Or introduce yourself to someone standing alone. Most likely this person doesn't know anyone either and will be grateful you reached out.

Make networking about others not you. Be gracious and kind, and you will have much more success.

This has been a guest post by Arden Clise, President of Clise Etiquette. Ms. Clise is a business etiquette consultant, trainer and coach. She is also the Etiquette columnist for the Puget Sound Business Journal. Arden has a great newsletter on Business Etiquette tips, click here to sign up.

If you've ever manned a trade show booth, you're familiar with that sense of urgency to bring back home a stack of qualified leads. And, with so many other exhibitors vying for the same prize, you may find yourself behaving a bit like a carnival barker in your efforts to lure visitors into your booth.

I interviewed industry expert Les LaMotte, founder and CEO of Xtra Lite Displays, to learn how marketers can attract a continous flow of traffic, using a few tips and tricks from the science of spatial dynamics.

According to Les, its preferable that your booth should be noticed from several distances, starting with something eye-grabbing that attendees can spot from about thirty feet away. Side wing displays that catch attention from several aisles are also a good option.

But let's say you weren't able to secure such a desirable spot, or for that matter, invest in a fancy exhibit booth. That's ok - attendees are still going to pass your booth at some point and you can still grab their interest with your exhibit spaces's three distinct Zones.

Starting at about fifteen feet from your booth, the attendee's Memory Zone kicks in, where their eyes naturally move to the top of your display, Les notes. This is where you want to put your take-home slogan, that power statement attendees will remember about your company.

For new or unknown companies, the Memory Zone is a particularly ideal place to put the major benefit of working with you.

But what if you're a big brand and everyone already knows who you are? Your Memory Zone statement should then reveal something new and of relevant interest to the trade show's audience.

Now that the Memory Zone has attracted several attendees to your booth, let's extend their visit into the Sensory Zone.

This is the middle zone where you want to appeal to the attendee's senses. You can stimulate them with compelling words and big visuals, or even give them something tactile to do, Les suggests. Learning is a key aspect of the Sensory Zone, so your demos or other interactions should happen here.

If you want to get really creative (and maybe split some costs), consider pairing up with one of your customers or partners to create a demo.

At an engineering design trade show, one of my clients, a 3D rendering company, teamed with an auto-manufacturer to display a memorable scene in the Sensory Zone. The auto manufacturer had a sleek sports car shipped in, which my client displayed next to a large graphic of its indistinguishable 3D prototype - generated by my client's rendering software.

Les points out that one of the biggest errors exhibitors make in the Sensory zone is putting up blocks of text from their brochure copy. This won't stick with attendees, as it simply won't make that immediate, big impact.

On to the Data Zone, the one most people get wrong by using weak messaging - or none at all.

At this point, the attendee is now looking down at the bottom of your display. And when people are looking down, they're contemplating, Les states. Essentially, what they're contemplating is if they should work with your company. How will you solve their problems, or make their job easier? The Data zone is where you want to give them the answers.

In other words, the Data zone is where you give attendees the major reasons to purchase your product or service, or a powerful call to action.

Les concludes with the following tip: Never block the entrance with a table, especially if your trade show staff is standing behind it observing everyone who comes in. It makes visitors feel self-conscious. Consider your trade show booth your company's living room where guests - potential customers - should feel at ease. Make it inviting.

Stephanie Janard is a freelance marketing copywriter and message development expert. Visit Stephanie's website at www.betterb2bcopy.wordpress.com or email [email protected].

Les LaMotte is founder and CEO of Xtra Lite Displays, supplier to customers such as Best Buy, Microsoft, Forbes, and Compassion International. Prior to founding Xtra Lite, Les was the chief designer for Skyline Displays. Visit www.xtralite.com for more information.

Many associations struggle to achieve significant growth. Often this is because they have already penetrated the majority of the available domestic market and have hit a plateau.

New, international markets, especially those that are not well served by a local or national association, can offer the best opportunity for growth. With a population of over 300 million, the United States still only represents only a fraction of the world population.

The European Union now represents a larger economy than the US with a very similar, and in many cases higher, standard of living. The economy of China is now the second largest on the planet. The emerging economies of the world now include over 2 billion citizens that are hungry for information, education, training, professional development and community to better their personal lives.

Does your association have a plan on how to tap into this vast market? World-wide economic swings, rapidly evolving social media and communications technologies, global supply-chains, a 24/7 business and news cycle, fluctuating currency rates and uncertain political developments are all shaping the environment in which associations operate faster than ever.

When the rate of change in the external environment exceeds the ability of an association to react to that change, a gap develops. This disconnect, between the rate of change in the environment and the capacity of the association to adapt poses a serious threat to the future of the organization.

Leading associations have recognized that international expansion represents one of the few real opportunities for significant growth. However, trying to grow your organization internationally is fraught with obstacles and questions:

· How do we measure the real market potential?

· Which countries, with which products or services should we focus on?

· How do we build our internal capacity to manage these new markets? · How do we identify and assess the competitive environment?

· How do we avoid the mistakes and pitfalls that other associations have fallen into when they went international? Associations need expert reference information on how to develop and implement a global growth strategy.

This requires a deep understanding of the underlying trends, a sharpened definition of your organization’s value proposition internationally, together with a process based approach to strategy development that will result in a sound business plan. GLOBALSTRAT has crafted this white paper for association leaders (volunteers and staff); - to better understand the issues involved; - to be able to ask themselves the right questions; - to gain a better understanding of how to approach the subject.

There is no one “best” approach to international strategy development. Your organization will be guided by the trends specific to your industry or profession. It will also depend greatly on your organizational culture, tolerance for risk, management team capabilities, resources and the direct competitive environment you are operating in.

This paper contains data, examples, diagrams and tables together with straight forward advice and explanations that are based on more than 20 years of hands-on international business and association management experience. The paper is designed to help you ask the right questions while providing you with the pro’s and con’s of available choices and options.

Yes, I would like to read GlobalStrat's Whitepaper.

This has been a guest article by Terrance Barkan CAE. Terrance Barkan has been involved in association management at a senior level since 1991. Early in his association management career, he served as Executive Director for international trade and professional societies.

As the founder and CEO of GLOBALSTRAT, Mr. Barkan acts as senior advisor and consultant on a global basis for trade and professional associations, international federations and foundations. As an association professional, Mr. Barkan has accumulated a significant body of specialized knowledge and experience in the not-for-profit sector.

He has supported the creation of new volunteer organizations, guided existing organizations, advised volunteer leadership on governance and strategy, and facilitated alliances and mergers, all of which brings a creative and pro-active approach to client mandates.

Towards the end of 2010 we wrote a blog speaking about the pending legislation in Canada for Consumer Product Safety.

Below please find an explanation of the ACT (as per a news release by ASI Central June 16 2011) and link to the document in it’s entirety.    Please note that all of our key suppliers are CPSIA compliant and we will work with them to make sure that they in full compliance with CCPSA.

"The Canadian Consumer Product Safety Act (CCPSA) will take effect Monday, June 20, meaning manufacturers, sellers and distributors of consumer products who do business in Canada will have to comply with a set of new rules.

The CCPSA mirrors the goals and provisions of the U.S. Consumer Product Safety Improvement Act (CPSIA), but is different in a few key ways. For example, the Canadian definition of a consumer product is broader, saying an item is such a product if consumers are likely to obtain it. The U.S. definition states a good is a consumer product if the manufacturer or seller intended or caused to make the product available for use by consumers. The implication? In Canada, a product not intended for consumers that nonetheless finds its way into their hands could be subject to CCPSA guidelines.

The Canadian act specifically includes a number of regulations pertaining to toys and children’s jewelry, sleepwear and restraint and booster seats. For example, children’s jewelry is prohibited from containing more than 600 mg/kg of lead, not more than 90 mg/kg of which may be migratable lead. Additionally, tight-fitting sleepwear must be treated with a flame retardant that results in flame spread of greater than seven seconds. The list of regulations on toys is very detailed, touching on everything from dolls, steam engines, plant seeds, rattles, elastics, batteries, finger paints and more.

The requirements for reporting a potential safety issue are different in Canada, as well. Unlike the U.S. CPSIA, the Canadian act views a product recall by another country as a trigger for reporting in Canada, despite possible differences in the nations’ regulations. In the U.S., products that pose unreasonable risk of serious injury or death must be reported, while in Canada that directive is expanded to include products that could cause serious adverse health effects beyond immediate injury – say, chemical exposure that could lead to cancer.

Additionally, the timelines for reporting and the required content of reports differ in the U.S. and Canada. Depending, manufacturers and sellers essentially have five to 10 days to report an issue in the U.S. In Canada, they must report a problem within two days of learning of it. While the American rules require companies to “inform” authorities of a product hazard or defect, the Canadian act requires that all information the company has on product-related problems must be turned over, raising potential discovery and privilege concerns.

Given the complications, manufacturers, sellers and distributors of consumer products should ramp up efforts to construct a coordinated approach to complying with regulations in the U.S. and Canada. For more information on the Canadian product safety law taking effect next week click here to read the ACT in it’s entirety."

If you have any concerns on how this could affect future promotions, please contact us directly and we will work with you to make sure that you are successful in every way.

ADDENDUM JUNE 28 2011: Here is a link to a 2 page PDF document put together by Health Canada to better explain the CCPSA and how it affects retailers.

To sign up to be emailed regular updates to the ACT please click here.

CVENT is the largest event management software company in the US.    We have used their software countless times while attending and showing at conferences around North America.

They have just written this EBOOK on how to boost attendance through social media.

I hope that you find it as valuable as we have.

This is just another tool to help Get YOU Noticed!

Ben Baker, President

CMYK Solutions Inc.

              Consider:

If we can help you develop a program that motivates your staff in the right way, please be in touch.

Regards;

Ben Baker, President

CMYK Solutions Inc. 

Getting YOU Noticed!

In today’s world we need to understand not only what to communicate to our potential clients, but  HOW.   We need to understand that decisions are made on the move and not always by people tied to their desks.   With that in mind, we are working more and more with our clients to design, develop and implement mobile marketing campaigns that allow them to capture their audiences attention where they are and when they are paying attention.

It is not enough though to develop an active campaign to draw them in.  You need to have a platform that speaks the language of mobile.   Websites are designed today to be viewed on 20″ monitors, 24″ to 36″ away.     That is no longer reality for people on the move.  Therefore we encourage people to develop simple, yet effective, MOBILE MICRO SITES that effectively tell a simplified story and move people effectively towards activation.

Here is the example of our website.  From any mobile device, type in our regular URL and it will direct you to the mobile site.

We just received this success story from one of our key suppliers and I thought it would be of value to this group.

This is an innovative way to drive traffic online, capture data and convert prospects to loyal clients.

I hope that you find this of  VALU E.

Looking forward to Getting YOU Noticed!

Customer Marketing Objective- Red Cross needed an incentive that would motivate people to register in the organization's online database.

Solution- A "Summer Scratch-Off Sweepstakes" digital download promotion.

Promotion Details- Red Cross distributed 200,000 scratch-off cards to people who visited Red Cross locations, each featuring a mystery code guaranteed to win a prize. Most codes contained music downloads for either one or five free songs.

But there were also three iPods, 2 DVD players and a 40-inch flat screen TV up for grabs, along with coupons good for discounts at Red Cross stores.

To find out what their mystery code was worth, scratch-off card recipients were first required to log on to a Red Cross web page and complete a registration form.

Upon completion, they could enter their code and instantly find out what they had won. CFS facilitated the promotion from start to finish - including music codes, printing, and prize fulfillment. CFS also handled the registration page and data capture functions, providing Red Cross with a data file on a weekly basis.

Results- The program was a huge hit - so much so that Red Cross distributed an additional 70,000 scratch-off cards. The end result, the Red Cross increased its database by 105,000 people, a 39 percent conversion rate.

This is the fifth and final article that comprise a White Paper titled The Internet and the Franchise Industry - How an industry misused the Internet.  This paper describes the history of Internet communications in the Franchise Industry and suggests ways to improve the current situation.

Part 1 - Introduction

Part 2 - Internet Communications in our Society

Part 3 - Understanding Institutions that Support the Franchise Industry

Part 4 - Impact of the Internet on the Franchise Industry

Part 5 - What can be done in the Current Reality and Conclusion

------------------------------------

The problems outlined in this paper have been twenty years in the making.  They are the result of decisions made by tens of thousands of individual business owners.  As a group, these business owners have not fully understood the implications of their decisions to utilize Internet communications in the way that they have chosen.  It is now up to this same group to move forward in a more effective way.  While some may find it convenient to blame current problems on unscrupulous franchisors, the franchisors should not be faulted for continuing to do business while franchisees have changed the way in which they operate.  It is the franchisee institutions that have degraded and need to be rebuilt. 

Changing the current status quo can only take place with a concerted effort by franchisees, and this change will take time.  It took more than twenty years of steady decline to reach this point.  It may take another decade before significant changes in the other direction are evident.

Here are three steps that franchisees can take to help restore balance in the franchisee/franchisor relationship.

1.  Encourage and Support Independent Franchisee Associations

Where a franchise has an existing Independent Franchisee Association, support it as a paying member.  Consider the association to be a long term investment to protect your interests when major changes to your franchise are being considered.  Allow the association to serve as the voice of franchisees for all franchisee initiatives.  Do not assume that a Franchisee Association financially supported by the franchisor will be looking out for your interests.

Where an Independent Franchisee Association does not exist, work to create one for your franchise.  You can contact the International Association for Franchisees & Dealers (IAFD - www.Franchise-Info.ca) for information on how to begin the process.

When evaluating the value of an Independent Franchisee Association, do not be focused on short term considerations.  Its true value is not in providing new vendors, creating new products/services or distributing a monthly newsletter.  It is essential when a franchise is considering changes to a franchise agreement, new pricing models, technology initiatives and other long term determinations.  These situations do not come up frequently.  When they do come up, it is essential that your Independent Franchisee Association is fully funded and operational so that it can quickly marshal the expertise and resources necessary to evaluate, and then respond to, these opportunities or threats on your behalf. 

2.  Educate Yourself

Do not rely on information provided by a franchisor and do not assume that someone else is looking out for your welfare.  Develop a broader perspective on your industry and the franchise industry in general. 

Blue MauMau (www.BlueMauMau.org)  is a great site for franchise industry news and information.  Read their articles, participate on the discussion boards and share your knowledge with the community.

FranchiseFacts (www.FranchiseFactsUSA.com) runs a National Franchisee Survey each year and publishes an Annual Report.  Participate in the survey, review the Annual Report.

These businesses are providing services that used to be provided by Franchisee Associations in the past.  They are evolving as they determine the best way to support the Franchise Industry as it adapts to the technological changes outlined in this paper.  With your support, these newer institutions will continue to develop.

3.  Be Professional in all your Public Communications

Any group is only as strong as its weakest link.  Unfortunately, too many weak links present themselves on the Internet.  Individuals who would never write a proper letter will draft a short message in support of or opposed to something that has been published on a web site.  For whatever reason, online posters seem comfortable with making statements they would never make to someone in person.  Many of these messages are not grammatically correct, contain numerous spelling and/or factual errors, make slanderous accusations and include all types of outlandish comments.  The vast majority of these individuals choose to remain anonymous.  Some feel that they are doing a service to others by stating what they feel has been left unsaid.  What many of these posters fail to recognize is that the content, presentation and tone of their message discredits the vast majority of franchisees in the eyes of those reading such a message.  It is entirely likely that franchisors monitor many of the public discussion boards as one method of determining the pulse of their own franchisees.  These poorly considered messages are unlikely to sway a franchisor nor are they likely to be considered reliable by other readers.

Three Suggestions to Improve your Online Posts

Identify Yourself - If you are uncomfortable with disclosing your identity, perhaps what you are saying needs to be reconsidered or presented differently.  Don't use anonymity in place of preparing a more thoughtful and considered message.  Anonymous posts are not and should not be considered to be credible.  Instead of serving to advance dialog, anonymous posts more often result in a less than professional discussion of the topic at hand.  Traditional print media learned long ago that the best way to promote thoughtful comment is to only publish those letters from an identifiable individual.  In the online world, this lesson has yet to be enforced.

Read your message three times before posting - Is your message grammatically correct?  Is the spelling correct?  Have you completed your thoughts?  Can portions of your message be interpreted differently due to lack of clarity?  Does your message add to the discussion or are you simply repeating something that has already been said?  You only have one opportunity to present your message before it is seen by the world.  Be sure to give the right impression. 

Do not criticize or complain without offering an alternative - It is much too easy to criticize or complain than to provide a more considered option.  Yet it is quite common for online posters to make a complex topic appear much simpler by ignoring facts that may be inconvenient for them.  In this way, the Internet has become the chosen venue for those opposed to virtually anything.  Anonymity, false claims and repeat postings by individuals, or one individual pretending to be many, seek to misrepresent a reality that some prefer to ignore.  Requiring individuals to follow some basic rules in order to have their opinion heard is not an unreasonable stipulation to facilitate discussion.

Demanding the same discipline for online postings as required for publication in traditional media would be an admirable goal.  At the very least, these standards would lead to a more supportive environment where thought leaders are more likely to participate and, possibly, thrive.  The net effect would be to present the franchisee community as a more professional, knowledgeable and authoritative group.

Conclusion

Franchisees, like most small business owners, are an independent lot.  Many have succeeded where larger corporations have failed.  They do so by understanding their own businesses to the minutest detail, by doing much on their own, making most decisions independently and having confidence in their own abilities.

Admirable as these traits are, however, there are limits to one's knowledge and capabilities.  There is an old adage - a person who represents himself has a fool for a client.  This was meant to describe someone choosing not to employ separate legal counsel at a criminal trial.  Perhaps the same can be said about someone who thinks they can successfully oppose a large corporation without a comparable organization.  Many in franchising have tried.  Few have succeeded.

Unfortunately, the Internet has become a tool for the handyman lacking proper expertise.  They have all this information available to them yet lack the ability to distinguish among good and bad information, and have even less ability to effectively use this information.  It wasn't always this way and there is no need for the current situation to continue.

Franchisees need to acknowledge their individual limitations, recognize and support the development of institutions that compensate for these limitations, and allow these institutions to represent them in their dealings with franchisors.

 ------------

Perry Shoom is the founder of FranchiseFacts, a company that provides research services for the Franchise Industry.  The company also publishes an Annual Report of the results from its National Franchisee Survey.  The 2010 Annual Report, and the 2011 Franchisee Survey that is currently in progress, can both be found at www.FranchiseFactsUSA.com. The survey is open to all franchise owners and store managers.  FranchiseFacts does not disclose identifying information that may be provided by survey respondents.

This is the fourth of five articles that comprise a White Paper titled The Internet and the Franchise Industry - How an industry misused the Internet.  This paper describes the history of Internet communications in the Franchise Industry and suggests ways to improve the current situation.

Part 1 - Introduction

Part 2 - Internet Communications in our Society

Part 3 - Understanding Institutions that Support the Franchise Industry

Part 4 - Impact of the Internet on the Franchise Industry

Part 5 - What can be done in the Current Reality and Conclusion

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The Internet has had a significant impact on the Franchise Industry as a whole.  There are many ways in which the Internet has facilitated communications within the industry, increased sales, improved customer service and even resulted in new products/services.  Nevertheless, this industry has had to adapt as it has lost many of its institutions while those that remain are less effective.  This has negatively affected both franchisor and franchisee in ways that are not often considered.

Individual franchisees have become more empowered.  They have greater access to more information, vendors and services.  Many no longer rely on their associations (institutions) for direction, services or support.  There is, however, a negative aspect to these changes that is not often considered.  While not entirely comprehensive, here are some of the ways in which the Franchise Industry has been negatively impacted by the growth of the Internet.

• Franchisees are now better able to obtain information on their own through the Internet but are often incapable of distinguishing good information from bad.  In the past, this was a role served by Franchisee Associations.  Today, franchisees lack access to those better able to critically review and comment on a wide array of topics from proposed changes in a Franchise Agreement to new legal documents they may be required to sign, new product or service offerings that are mandated by a franchisor or a new pricing structure.  More often than not, I think that the main source of comment on these types of issues now comes from the franchisor.  Franchisees lack the expertise to critically evaluate the impact of proposed changes that may have been drafted by attorneys or business professionals.  They also lack their own research in support or opposition to changes that are being considered.  Finally, franchisees lack the financial resources to obtain representation or guidance from professionals better versed in these matters.  The lack of an effective Franchisee Association results in a reduced ability to make positive recommendations to a franchisor, and to oppose changes or an approach that may not be in the best interest of franchisees.

• Franchisees are most often small business owners who lack the skills, time and desire to analyze the impact of macro events on their local business operation.  Their focus tends to be on the day to day issues surrounding the survival of their business and overall profitability.  Franchisees often make a determination that supporting a Franchisee Association is of no benefit to them because there appears to be no short term return on their investment.  The problem with this approach occurs in the future when franchisees find their livelihood is threatened.  Perhaps the franchisee has signed an amendment to their Franchise Agreement that they did not fully understand and which may have relinquished control over pricing or product offerings.  The amendment may involve higher payments to the franchisor for infrastructure (such as a new store signage, a menu board or technology support) or services newly deemed necessary by the franchisor.  By the time franchisees fully understand the implications of what they have signed, the damage is done.  The time to enact change is prior to signing such an agreement.  At these times it is essential that the infrastructure of a Franchisee Association exist and be fully operational in order to combat these threats at the time that they are presented.

• Ongoing research is often deemed an unnecessary expenditure.  I would argue that the lack of ongoing research is exactly the reason why franchisees often complain about their franchisor.  While there is often anecdotal evidence within a large franchise, solid information on any one area of the business (or of the franchise network) is often lacking.  While a franchisor may undertake their own research regarding initiatives that are of interest to them, franchisees lack the information to support their own interests.  Franchisees often have little knowledge of thoughts and opinions of other franchisees, their financial situation or other information that may be needed to support any particular business perspective.  Yet that is exactly what is needed when confronted with an urgent business threat or opportunity.  Lacking this information, franchisees have no alternative but to rely on research that may have been provided by their franchisor, and any interpretation of this information that may have been provided.  There are times when this information may be incomplete or designed to improve corporate revenues at the expense of franchisees.  While some argue that it is the franchisor's role to look out for their franchisees, the reality is that a franchisor has to strike a balance between the needs of multiple interest groups.  Without a Franchisee Association taking on this research role, essential decision making resources are  unavailable to the franchisee community when they are needed.

Both franchisee and franchisor suffer from the changes identified here.  As the weaker party in the business relationship, franchisees must work together to if they desire to have an impact on the decisions made by their franchisor.  And without a Franchisee Association to represent them, franchisees are normally unable to present a united front to combat business threats or to exploit business opportunities.  The loss of a single voice and combined resources of an organized group, once provided through the Franchisee Association, also makes it more difficult for a franchisor to engage in dialog with franchisees.  Decisions must still be made but with less effective input from franchisees.  As a result, more of these decisions are likely to benefit the franchisor simply because franchisees do not see the value of supporting their own institutions.

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Perry Shoom is the founder of FranchiseFacts, a company that provides research services for the Franchise Industry.  The company also publishes an Annual Report of the results from its National Franchisee Survey.  The 2010 Annual Report, and the 2011 Franchisee Survey that is currently in progress, can both be found at www.FranchiseFactsUSA.com. The survey is open to all franchise owners and store managers.  FranchiseFacts does not disclose identifying information that may be provided by survey respondents. 

The First step in launching a successful direct mail campaign is identifying your target audience. “You must know the demographics and psychographics,” says Cliff Quicksell, Jr., MAS. “What is the predominant sex, average age, education, and income level? What are the emotional triggers that entice people to make a decision to purchase?”

When designing your direct mail promotion, try to involve as many of the senses as possible. Many companies use scented envelopes, greeting cards that play songs, flashlights, stress balls, and gourmet candy and food. The more recipients interact with your offering, the more likely they will respond.

Lastly, according to a recent study by the U.S. Postal Service, only 44% of direct mail is ever read. Since most of us already receive enormous amounts of unsolicited mail, it’s imperative that your packaging stands out. It’s your “in box” contains a stack of envelopes and a big purple box, which gets opened first? Unusual packaging, such as bright colors, tubes, oversized envelopes, or teaser copy will attract attention and curiosity. Remember, it’s not the quantity of the mailing, but the quality.

We look forward to help Get YOU Noticed! In 2011.

 

I was part of an interesting online discussion this morning with some of the top minds of the promotional marketing industry.  We were discussing technology as it relates to the Royal Wedding and Promotional Marketing.

This is the second of five articles that comprise a White Paper titled The Internet and the Franchise Industry - How an industry misused the Internet.  This paper describes the history of Internet communications in the Franchise Industry and suggests ways to improve the current situation.

Part 1 - Introduction

Part 2 - Internet Communications in our Society

Part 3 - Understanding Institutions that Support the Franchise Industry

Part 4 - Impact of the Internet on the Franchise Industry

Part 5 - What can be done in the Current Reality and Conclusion

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For over a century we have relied on print media to provide us with in depth and unbiased information about our society.  The Internet is viewed as an improvement on our ability to communicate with each other and to access information.

Media has now moved to the online world.  Magazines and newspapers have lost their traditional customer base - both advertisers and those who purchase the product.  Media is challenged by convincing consumers to purchase their product(s) when they also distribute the same information for free on the Internet.  And in today's society, people are too busy to read in depth articles on a particular subject.  Most individuals prefer to listen to brief sound bytes or read short articles that summarize the information for us.  In this environment, the market for print media is declining at a rapid pace.

The consequences of this are significant.  We continue to lose the gatekeepers who were most capable of providing relevant information to us.  The print media that remains today is much smaller and less capable of providing the quality information of the past.  What remains is shorter in length, less effectively researched and more dependent on biased sources of information that is easily reproduced.  Former reporters of the news were the first to migrate to the online world in order to replace the incomes they lost as their jobs disappeared.  Through this transition, it was hoped that the tradition of effective and relevant print media would migrate to the Internet.  It has not worked out this way.  Most former print media writers found that they could no longer earn a living in a world where few would pay enough for their expertise.  Yet this was only the beginning of the decline in media.

The online world quickly became overpopulated with individuals reporting or redistributing information.  Individuals began to build their own personal online presence for many reasons - far too many to describe here.  They often did so because there was no longer a significant cost to online communications.  Simply start a inexpensive web site, blog or just reply to existing articles.  Most felt they could earn a living by selling advertising yet very few have proven capable of doing so.  There are now far too many information sites seeking advertising dollars in a world where few are willing to pay for content.

There is now an unrealistic consumer expectation that information should be available at no cost to the reader.  I would argue that the fault for this lies entirely with the newspaper industry.  They made a decision to put their content online for free despite the high cost of gathering this content.  This has destroyed the perceived value of their product and had many unintended repercussions.  Reporting news is costly.  Without revenues to cover these costs, many jobs have been lost.  Publications became smaller and less frequent.  Many have disappeared.  The information we now see in these publications is usually less effectively researched and dependent on less credible but easily available sources of information.  The ripple effect of these events, however, is what this paper is attempting to address.  Many necessary institutions that also depended on placing a value on information (and intellectual expertise) have been negatively affected by these events.

In place of these failing institutions we now have too many news websites, online newsletters, web sites and blogs.  The belief that everyone could sustain their new businesses with advertising revenue was and remains impractical.  To feed this growing expanse of sites that provide free distribution of information, we have seen an increase in communications directed to these sites - press releases, company announcements, government initiatives and privately contracted (or internally generated) surveys to support specific products/views.  And the reporters of this information no longer have the desire or ability to focus on unbiased and relevant information while ignoring biased sources of information.  In short, we have sacrificed quality of information for an increasing quantity of irrelevant or unreliable information.  It is now up to the reader to decide what information is relevant and accurate, while also identifying what information may be false, incorrect, misrepresented or simply fabricated.  And it is increasingly evident to me that most individuals are not up to this task.

None of these drawbacks to Internet communications are recent.  As early as 1998, an article in a Chinese publication used the term "Internet junk" to describe "use of the Internet to disseminate ... product catalogues and advertisements."  This article talks about the spread of a massive amount of "junk" at extremely low cost.  This was combined with a "lack of regulations and standards ..... to produce any type of information - real and fake information, correct and wrong information, good and bad information - thus creating a flood of information online.  The result is to make it easier to mislead people .... while increasing the difficulty and cost of searching and using valuable information, thus wasting considerable Internet resources and time."  (Source: The Negative Impact of the Internet and Its Solutions by Ru Guangrong, The Chinese Defense Science and Technology Information Monthly, Issue 121, 1998)

Further adding to the destruction of informed reporting of information is a more recent phenomenon of allowing readers to comment on a particular article or posting.  It is ironic that individuals who could not be bothered to write a letter on a topic think nothing of drafting a poorly thought out, nasty or otherwise inappropriate e-mail to anyone of their choosing.  Unlike Letters to the Editor which are selected for publication based on content and awareness of the author, these online comments are often not controlled in any way.  Posters can and often do hide their identity and choose not to disclose their reason(s) for posting.  This anonymity and lack of disclosure often results in a less than professional discussion of the topic.  Individuals who can contribute useful information on a subject are often less likely to participate in a public discussion that very often degenerates into a mean spirited distortion of the topic at hand.

Perry Shoom is the founder of FranchiseFacts, a company that provides research services for the Franchise Industry.  The company also publishes an Annual Report of the results from its National Franchisee Survey.  The 2010 Annual Report, and the 2011 Franchisee Survey that is currently in progress, can both be found at www.FranchiseFactsUSA.com. The survey is open to all franchise owners and store managers.  FranchiseFacts does not disclose identifying information that may be provided by survey respondents. 

Franchise owners are, by definition, local business people. They pride themselves on having a local presence, on being locally owned and operated. But when it comes to appearing to be local, well, that’s a different story.

Even though we know that local marketing, local listings and social media play a huge role in bringing in franchisee business, corporate marketing departments are often slow to adopt social media programs. There seem to be so many barriers for them, like who will run it, who will “approve” the content, do we have enough staff to take this on, what guidelines need to be put in place in terms of content, what about legal issues, and so on. And so on.

There has long been an argument about who owns the brand and who is responsible for social and digital communications. Is it the franchisor or the franchisee? Should franchisors have full autonomy over messaging? Or should individual franchises be in charge of their communication as it relates to the communities they serve? This is a heated ongoing discussion, and it appears there isn’t a clear cut answer. One thing is for sure, though. When corporate marketing stops caring about what their franchisees have to say about their local markets, franchisees stop caring about compliance.

One way to keep both happy is to communicate a central brand message through multiple digital media, while allowing individual franchisees the latitude to build their own social networks. Through templates for local websites, facebook pages, blogs, twitter and other vehicles, zees can engage their customers on a local level, and truly appear local instead of corporate.

Of course, both corporate and system want these outlets to appear professional – that’s why it’s good to invest in some upfront training. Seminars or webinars on how best to use social media, what works best in the digitial marketplace and how to keep a handle on it. If done well, these training sessions provide a great way to increase visibility and connect with customers.

As 2011 unfolds, we continue to witness a growing consumption of mobile videos. The number of U.S. mobile users watching video on their mobile devices was nearly 25 million people by the end of 2010 ( source: Nielsen new mobile video report. And, the newest trends revealed in Cisco’s Global Mobile Data Reportpromises us a bright future.

- Global mobile data nearly tripled for the third year in a row.
Global mobile data traffic in 2010 was 237 petabytes per month, and 49.8 percent of this traffic was video usage.

- Mobile devices are becoming more compatible with video usage.
It is more convenient and engaging to watch videos nowadays. Mobile connection speeds doubled in 2010 and many mobile devices have more powerful processors and larger screens than ever before.

- Usage of smartphones is increasing.
Though smartphones represent only 13 percent of total global handsets in use today, they are responsible for over 78 percent of total global mobile devices traffic. In 2010, the typical smartphone racked up 24 times more mobile data traffic than the typical basic-feature cell phone. Furthermore, the average consumption of traffic more than doubled in the past year (from 35 MB per month in 2009 to 79 MB in 2010).

- Mobile videos are available beyond the power of electrical grids and geographical borders.
There are 48 million people in the world who have mobile phones even though they do not have electricity at home. One of my most astounding discoveries during my travel to Rwanda was that there were more people who owned mobile phones than people with access to electricity.

- The Vimeo iPhone App is now live.
With the newly released Vimeo application, users can now upload, edit, manage and watch more videos than before on the iPhone.

New technological advances in the space also increased opportunities for monetizing of mobile videos. Ad support became stronger. The arrival of HTML5 allows videos to run without the use of plug-ins such as Flash, opening up new opportunities for video advertisers.

As the year progresses, we’ll see a lot of new twists in the changing world of mobile videos. I am looking forward to new developments and will try to keep you up-to-date. And, the great news is that mobile devices are among the many places where your videos can be watched. So, let’s keep on producing great videos and increasing our visibility to the rest of the world.

This is the first of five articles that comprise a White Paper titled The Internet and the Franchise Industry - How an industry misused the Internet.  This paper describes the history of Internet communications in the Franchise Industry and suggests ways to improve the current situation. 

Part 1 - Introduction

Part 2 - Internet Communications in our Society

Part 3 - Understanding Institutions that Support the Franchise Industry

Part 4 - Impact of the Internet on the Franchise Industry

Part 5 - What can be done in the Current Reality and Conclusion

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The Internet is now an accepted part of the way in which we all communicate.  Low cost computers, cell phones and networks have allowed this technology to become ubiquitous.  We access more information than ever before at lower (or no) cost.  Industries and institutions have changed to embrace this technology.  Yet our ability to manage and understand this information has not improved.  In many ways, much of our society has lost the ability to critically evaluate information. 

It has been nearly fifteen years since I wrote about technology.  Back in the 1990s, I published approximately two dozen articles on how to best utilize technology for business and investing.  My focus was on the use of the Internet and information technologies.  I was also a public speaker on these same topics at technology conferences in Canada and the USA.  Since 1998, I have been part of the franchise industry.

Today, I look back on how the Internet has developed over the past twenty years with disappointment.  The Internet is, first and foremost, a mechanism for communication and the sharing of information.  So how is it, in the Franchise Industry that I have been part of for more than a decade, that during this same time franchisees seem to have lost ground during a period when the ability to communicate among themselves has improved so dramatically?  Why is it that franchisors are now perceived as being more ruthless in their dealings with franchisees than ever before?  Is this perception correct? This paper  documents the way in which I have come to understand what has happened these past twenty years.  Through this process I have come to three conclusions.

A.  Franchisors have not changed in the way they work with their franchisees.  Franchisors have adapted, out of necessity, to changes that have been forced upon them by the franchisee community. 

B.  Internet technology was never envisioned as a way to destroy institutions that have existed for decades.  Yet that is exactly what has and continues to occur in the Franchise Industry.  This situation has come about by decisions made by a very significant proportion of individuals (franchisees) to no longer support their own institutions.

C.  The necessary equilibrium in franchise relations has been disrupted.  Franchisors no longer have the opportunity to work with franchisees speaking with a single voice.  The organization tasked with this responsibility, when it exists, no longer has the financial resources and intellectual capital  needed to fulfill this role.

This paper provides an overview of how the Internet has affected overall communications and flow/quality of information.  It then addresses how these changes have become entrenched in the Franchise Industry.  Finally, recommendations are provided for improving the current situation.

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Perry Shoom is the founder of FranchiseFacts, a company that provides research services for the Franchise Industry.  The company also publishes an Annual Report of the results from its National Franchisee Survey.  The 2010 Annual Report, and the 2011 Franchisee Survey that is currently in progress, can both be found at www.FranchiseFactsUSA.com. The survey is open to all franchise owners and store managers.  FranchiseFacts does not disclose identifying information that may be provided by survey respondents.

Now that the economy is starting to revive, it's more important than ever to create goodwill with customers.

This will help you stand out from the competition and strengthen brand loyalty. Studies have shown that promotional products are a very effective way to increase customer goodwill.

Here are some ways you can use promotional products to build a more positive attitude about your company:

• As thanks for repeat business or referrals. A restaurant, for example, can make customers happy (and gain free brand exposure) by giving valued customers t-shirts, hoodies and hats.

A high-visibility item like a desk clock or calendar is a good way to say thanks for referrals.

• As a sales leave-behind.

After your meetings, leave an item related to the solution you offer. One company uses calculators to help add up the increased sales they can bring in; another provides memo boards to record the creative ideas they will provide.

• To show support for social causes. Many customers look for businesses that support local, social or environmental causes. If your company sponsors a team or a cause, promote it with silicone wristbands or lapel pins.

• In direct mail campaigns. Boost open rates by including an item like a highlighter set or ruler.

Increase response by offering a gift such as a wireless mouse or business card holder.

• To win back inactive customers. Get them thinking about you again with a gift such as a plant in a logo'd container or a box of chocolates.

Contact us for more ideas on building a positive image of your company!

New and Unique Products Tri-Pocket Sport Duffel Flexi Ruler Brite Liner® Great Returns.

Xerox has found that promotional products can increase response to its direct mail campaigns by 5% to 15%. So when the company wanted to highlight the high return on investment one of its products can provide, it included a boomerang in the mailing.

The boomerangs were personalized with stickers printed with the recipient's name, company and state, making them even more attention grabbing. Prospects who signed up for a sales meeting were entered into a drawing for a trip to Australia, further reinforcing the "return" theme of the boomerangs.

We can help you design an entertaining campaign that will keep your message top of mind with prospects. Just give us a call!

Gender Differences among Franchise Owners

(How a weak economy is having a greater impact on female franchisees)

A perusal of the data would suggest that women are less successful in franchising than their male counterparts.  A higher proportion of female franchise owners report having college or university degrees than their male counterparts.  Women are less likely to have upper or middle management experience, while a higher percentage of female respondents report having no business experience at the time they opened their franchise.

When selecting a location for their business, women are more likely to locate in areas with a smaller population and less likely to locate in urban areas.

Once operating their business, female franchise owners are less likely to work the long hours needed to make their businesses successful.  18% of female respondents report working under 40 hours a week.  This compares with 8% for their male counterparts. 

In terms of success, women report taking much longer to achieve profitability in their business.  While 50% of male respondents report achieving profitability in under three years, only 9% of women report achieving profitability during the same time.  In total, 87% of female respondents report that their business is not yet profitable as compared with 37% of male respondents. 

A closer look at this data, however, suggests that these differences have nothing to do with gender.  Female respondents are much newer to franchising than their male counterparts.  61% of female respondents have owned their business for less than four years compared with 31% of male respondents.  Having opened their franchised businesses much later in the business cycle, female owned businesses appear to have been more susceptible to the downturn in the economy as evidenced by the higher percentage of unprofitable businesses and lower percentage of those meeting their own financial expectations (9% for females, 21% for males.)

In the long run, women may be better tuned to the realities of business than their male counterparts.  They seem to have more balance in that they are less likely to be working 50+ hours each week.  This may explain why female respondents are more likely to give their local competition credit for running a good operation.  While 55% of female respondents report that their operation is superior to the local competition, 78% of male respondents are of the same opinion.

This article is a reprint from FranchiseFacts' Franchisee Satisfaction Survey Annual Report 2010 - Survey Results and Analysis. Perry Shoom is the founder of FranchiseFacts.  The 2011 Franchisee Survey in progress at www.FranchiseFactsUSA.com. If you are a franchise owner or store manager, please participate.  Please note that FranchiseFacts does not disclose identifying information that may be provided by survey respondents.  Your participation in a FranchiseFacts survey means that you can honestly and openly communicate your responses without disclosing your identity to third parties.

From David Meerman Scott's blog, on The Business Value Behind Social Media, both good and bad.

Martin Giles, U.S. Technology Correspondent, The Economist who served as moderator. 

Chris Brogan, President of New Marketing Labs, popular blogger and co-author of Trust Agents and author of Social Media 101. 

Charlene Li, founder of Altimeter Group and co-author of two books: Groundswell and Open Leadership.

Interesting, at points, discussion about how some businesses are using social media correctly. For example, Rackspace who uses Twitter to replace its customer service, when your server is down, twit it to Rackspace who knows who you are and so can reboot your server.

What opportunities are there here for franchisees?

Consider this fluff story about social media and franchising, from Entrepreneur.

"In April 2009, after a buy-one, get-one-free e-mail promotion bumped up his business by 40 percent on a single Tuesday, Zpizza franchisee Michael Blank of Alexandria, Va., decided that he needed to do more digital marketing.

As he started to look into social media, he realized that using Facebook and Twitter would give him an opportunity to inform his customers about deals and specials and allow him to begin conversations with them.

He persuaded the company's headquarters to move forward with social networking, and now the Zpizza Facebook page has more than 1,700 fans while his region's Twitter presence has nearly 600 followers.

Although the return on tweeting coupon codes and sharing specials on Facebook hasn't reached the 40 percent mark he had experienced earlier, Blank is sure that it will as more people learn about Zpizza's presence.

To get there, he's working with local mothers to encourage them to blog information about and reviews of the restaurant. "It's an incredibly cheap way to brand and market yourself," he says, because most social networking sites and blogs are free."

The tools by which traditional one way media is made social can be cheap, moderate or expensive. 

But what this article failed to highlight is how much time Blank put in "working with local mothers" to gain their attention and the rate of return for his attention getting efforts.

Would this have been better spent on simply re-marketing to existing customers using an opt-in email newsletter, with coupons?

Most market professionals note the very low rate of conversion using Facebook, primarily because people using Facebook are looking for attention with their posts, and not looking to buy.  Search still dominates this channel.

Image by Intersection Consulting via Flickr

Here is a good observation from ASAE about marketing to members.

Members and prospects need to understand how your organization:

Makes them smarter

Saves them money

Makes their lives easier

Don't take it for granted that your existing communication materials already do this. 

Our discussions focused on how we often talk about what we do but not the personal benefit we provide to members.

Franchisee associations have a positive obligation to communicate with their members, the franchisees, and to the franchisor.

"Members [franchisee] should communicate frequently with the [association] board," advises Barber.

This type of approach helped the Denny's Franchisee Association members work with the franchisor in adding a gift card program, including a program where gift cards are sold by third-party vendors.

"The negotiation of the legal documents, along with the financial settlement issues associated with the program, were worked through carefully and thoroughly before the franchisees were asked to participate," Barber says.

"The entire franchise community accepted the program and benefited from the hours and expertise of DFA board members who worked diligently for the good of the brand."

Communication with all franchisees, whether or not they are members of the association, is one of the four main functions of a modern franchisee association.

The other three functions are: education, providing member benefits, and advocacy.

But, as Craig Barber states, "Members should expect the association to focus on brand and franchise system matters," adds Craig Barber, Chair of the Denny's Franchisee Association.

"[They should] not expect the association to be the advocate for specific individual franchise issues with the franchisor."