A Great Program For Those In The Midwest









Business Build 100tm Will be held on Wednesday, September 17th!


This all day business and sales retreat will be held in Ft. Wayne Indiana. This program is perfect for sales professionals, solopreneurs, entrepreneurs and small business owners. Business Build 100 will help you reach new business breakthoughs and increase your sales. This is not the same old sales technique training you've been through before. This highly dynamic program will spur you on to greater success than you can imagine!


Here are the facts:
8:30am - 4:00pm
Crazy Pinz Entertainment Facility
Fort Wayne Indiana
Working Buffet Lunch Included
Presented by Global Business Retreats and Surface Coaching
Free Follow-up Private Coaching Session
Cost for everything $195.00


Hurry and register as the program is limited to 25 Professionals.
If you plan to stay overnight, call us for hotel information.


For more information contact Dan Surface at dsurface@ramseminars.com or 260.466.4600


You may also regester online at the Surface Coaching Blog at http://www.surfacecoaching.blogspot.com/

Blair Singer, creator of SalesDogs®: a methodology that offers life-changing sales and communication success which has helped thousands worldwide to increase their incomes, recently sent me the following email.

This email is to highlight some shortcomings I've seen in sales pitches lately. If anything I say here resembles your current sales process I hope you don't take offense. Instead, I hope you take massive action towards closing more deals.

To start, why should people buy from you?

This isn't new, right? This is "Reason Why Advertising," a term coined by legendary ad man John E. Kennedy back in 1905.

I would go so far as to say "Reason Why" is more relevant today than ever simply because there are so many offerings out on the market folks ask the question more and more frequently... and you better be able to answer.

But look, don't wait for them to ask the questions. A good, successful pitch tells your prospect right upfront, because they always ask. The more of their questions you can answer before they come up, the stronger and more compelling your pitch.

In fact, you need to be able to tell them the 5 major reasons why:

1) Why you (the prospect)
2) Why me (the salesperson)
3) Why this (the offer)
4) Why now (the urgency)
5) Why this price (the value)

1) Why You?
This is where you show you understand your prospect's pains, fears, hopes, goals, and challenges. Why are you targeting them? How is your product or service important to them?

2) Why Me?
Proof is the backbone of business. Why should your prospect pay attention to you? Do you have a proven track record?
Credentials? Quantified testimonials?

Put simply, the more credible you are, the more believable your product, then the more likely your prospect will buy.

At the authentic event this weekend, I'll show you how to build credibility with your prospect in 30 seconds or less... even if you're brand new with no track record.

3) Why This?
Why are you selling what you're selling? It may be just to make money but one way or another you're selling it for a specific set of reasons.

It may be because it's a new product that's you want to gather testimonials for. It may be because you've heard to many complaints about folks not being able to easily achieve their goals, which your product helps them do. It may be to raise money for the poor and hungry.

As you can see, the reasons may vary widely but you need to let your prospect know. No matter how small your reasons, share them. If you don't, your prospect will be the one making up reasons for you.

4) Why Now?
No action takes place unless there's some sort of catalyst.
Your prospects are the same way in that they won't buy unless they feel the need to.

You need to give your prospects a reason to act now. This may be a direct reason (the deal is off the table on a certain date, or you may have limited quantities) or implied (missing out on something important).

Either way, you need to instill some sense of urgency or scarcity otherwise your prospect can just stall with a decision to buy later.

5) Why This Price?
Perhaps the bottled water you're selling was hand drawn by monks high up in the Alps then infused with a rare and sacred intelligence building mineral (I bet that would be some expensive water.)

Perhaps you're conducting a clearance sale to make room for new stock. Or it may be a new product you're introducing to the market.

Whatever it may be, there's a reason you're product is priced what it is. Don't be afraid to tell your prospects why.

When you're able to articulate each of the above "reasons why" the more your prospects will stop stalling, stop shopping the competition, stop challenging your price, and start reading you their credit card numbers.

If you're not doing this then that's a key reason why you're not earning the income you want.

The Subtlety of Language
Jim Rohn

I have found that sometimes the subtle difference in our attitude, which of course can make a major difference in our future, can be as simple as the language we use. The difference in even how you talk to yourself or others. Consciously making a decision to quit saying what you don't want and to start saying what you do want. I call that faith. Believing the best, hoping for the best and moving toward the best.

A few examples could be, instead of saying "What if somebody doesn't respond" you start saying, "What if they do respond?" Instead of saying "What if someone says no?" You say, "What if they say yes?" Instead of "What if they start and quit?" say, "What if they start and stay?" or "What if it doesn't work out ?" You say, "What if it does work out?" and the list goes on and on.

I found that when you start thinking and saying what you really want then your mind automatically shifts and pulls you in that direction. And sometimes it can be that simple, just a little twist in vocabulary that illustrates your attitude and philosophy.

Our language can also affect how others perform and behave around us. A teenager says to a parent, "I need $10." And if the parents learn to say, "No comprende. That kind of language doesn't work here. We've got plenty of money, but that's not how you get $10." Then you teach your teenager how to ask, "How can I earn $10?"

That is the magic of words. There is plenty of money here. There is money for everybody, but you just have to learn the magic words to get them. For everything you could possibly want. If you just learn the philosophy. How could I earn $10? Because you can't go to the soil and say, "Give me a harvest." You know the soil smiles and says, "Who is this clown that brings me his need and brings me no seed." And if you said to the soil, "I've got this seed and if I planted it, would you work while I sleep?" And the soil says, "No problem. Give me the seed. Go to sleep and I'll be working while you're sleeping."

If you just understand these simple principles, teaching them to a teenager (or adult) is sometimes just a matter of language. It's like an investment account instead of a savings account. Simple language, but so important. It is easy to stumble through almost a lifetime and not learn some of these simplicities. Then you have to put up with all the lack and all the challenges that don't work out simply from not reading the book, not listening to the tape, not sitting in the class, not studying your language and not being willing to search so you can then find.

But here is the great news. You can start this process anytime. For me it was at age 25. At 25 I'm broke. Six years later I'm a millionaire. Somebody says, "What kind of revolution, what kind of change, what kind of thinking, what kind of magic had to happen? Was it you?" And I say, "No. Any person, any six years, 36 to 42, 50 to 56. Whatever six years; whatever few years you go on an intensive, accelerated personal development curve, learning curve, application curve, and learning the disciplines. Now, it might not take the same amount of time, but I'm telling you the same changes and the same rewards in some different fashion are available for those who pay that six year price. And you might find that whether it's in the beginning to help get you started, or in the middle to keep you on track, that your language can have a great impact on your attitude, actions and results.

To Your Success,Jim Rohn

The Gift of Planet Earth

Life has a habit of changing itself completely around in 24 hours. Heck, in 24 minutes sometimes.

Don't you dare give up on Tomorrow because of the way things look Today. Don't even think about it...

From Teresa Royer, Member Relations Specialist, Fort Wayne Chamber of Commerce

I stopped in to MSKTD the other day hoping to catch Mark Joseph and was impressed with their beautiful lobby. What is most impressive is the all-glass wall with glass doors on either side to enter the building. As you leave the lobby, on the right side etched in the glass are wonderful quotes / statements all about the importance of the customer.

I, being a fan of quotes, read each and every one of them and asked the receptionist if I was free to copy them. She not only said yes, but made me a copy of them.

Here’s a few I'd like to share with you:

• Because the customer has a need, we have a job to do.
• Because the customer has a choice, we must be the better choice.
• Because the customer has sensibilities, we must be considerate.
• Because the customer has influence, we have the hope of more customers.
• Because of the customer, we exist!

You definitely leave their office thinking they value the customer………..

3 Tips for Stand-out Direct Mail
By Joe Boland, copy editor, Target Marketing

People are hit with a plethora of mail every day, so your campaign needs to stand head and shoulders above the rest to draw attention.

To do that, your copy must be sharp and images compelling. Here, Mike Berry, associate creative director and senior copywriter for Grizzard, an Atlanta- and Glendale, Calif.-based direct marketing agency that specializes in the fundraising field, gives three tips on how to make your pieces stand tall.

1. “Scannables”: Berry says the use of what he calls scannables, which he defines as all the things that call for attention from the prospect—bullet points, bold text, underscores, caps, etc.—are important in today’s world. Prospects receive so much mail that they simply don’t have time to read it all. If you can get your point across with the prospect simply scanning the package, your chances of conversion escalate. “There’s so many messages being bounced around that we’re really trying to make sure the message comes through loud and clear in the space we have,” says Berry. “Take the key points to get the message across using scannables. If they take a peek, they’ll get it.” Berry warns not to overdo it, though. If you use too many scannables, the message is watered down because prospects won’t scan through too many.
2. Photography: Along of the lines of scannables, photos certainly capture potential donors’/buyers’ interest. But all too often companies use standard stock photos for their direct mail pieces. This simply won’t cut it. To really make a connection, Berry urges copywriters to use photos of real people in real situations to fit their message because these “images move people and motivate.” Berry also says stock photos take away from credibility with prospects while fresh, real photos enhance it.
3. Synergy: In today’s multichannel world, it’s important to put your efforts across the entire field. At Grizzard, Berry states, it’s about executing integrated strategies in which multiple vehicles are used in a synergistic fashion to communicate the message and drive people to action. “For example, corresponding space ads, outdoor and banner ads could support an appeal mailing,” says Berry. “And the direct mail package may drive people to a Web site where they can put their gift to work right away. We’ve done this for The Salvation Army at Christmas and have seen better, faster, more sustainable results.”

Nothing has to remain the way it is, and nothing is
the way it is forever unless and until you say so.

You really are in charge of your day-to-day
experience. Really.

The Top Six Ways to Stay Motivated
Chris Widener

I receive many emails from people that basically ask the same question: How can I keep myself motivated long term? This seems to be quite a common dilemma for many people so I want to address it because it can be done! Here are my tips for staying motivated:

1. Get motivated every day. Zig Ziglar was once confronted about being a “motivational speaker.” The guy said to him, “You guys come and get people hyped up and then you leave and the motivation goes away. It doesn’t last, and then you have to get motivated again.” Zig reminded the gentleman that baths are the same way but we think it is a good idea to take a bath every day! It is true that motivation doesn’t last. We have to renew it each and every day. That is okay. It doesn’t make motivation a bad thing. We simply have to realize that if we want to stay motivated over the long term, it is something we will have to apply to ourselves each and every day.
2. Have a vision for your life. The root word of motivation is “motive.” The definition of motive is, “A reason to act.” This is the cognitive or rational side of motivation. It is your vision. You have to have a vision that is big enough to motivate you. If you are making $50,000 a year, it isn’t going to motivate you to set your goal at $52,000 a year. You just won’t get motivated for that because the reward isn’t enough. Maybe $70,000 a year would work for you. Set out a vision and a strategy for getting there. Have a plan and work the plan.
3. Fuel your passion. Much of motivation is emotional. I don’t know quite how it works but I do know THAT it works. Emotion is a powerful force in getting us going. Passion is an emotion, so fuel your passion. “Well, I like to work on logic,” you may say. Great, now work on your passion. Set yourself on a course to have a consuming desire for your goal, whatever it is. Do whatever you can to feel the emotion and use it to your advantage!
4. Work hard enough to get results. You can build on your motivation by getting results. The harder you work, the more results you will get and the more results you get, the more you will be motivated to get more. These things all build on one another. If you want to lose weight, then lose the first few pounds. When the belt moves to the next notch you will get fired up to get it to the notch beyond that!
5. Put good materials into your mind. I can’t say this enough – listen to tapes. I still listen to tapes regularly. I buy tape clubs from other speakers and I learn and grow. Their successes motivate me to get my own successes! Read good books. Read books that teach you new ideas and skills. Read books that tell the stories of successful people. Buy them, read them, and get motivated! Buy great music and listen to it. I just did a spinning class at the club today. Whenever a good song came on I was actually able to get motivated to ride faster! It gets you going and motivates you!
6. Ride the momentum when it comes. Sometimes you will just be clicking and sometimes you won’t. That is okay. It is the cycle of life. When you aren’t clicking, plug away. When you are clicking, pour it on because momentum will help you get larger gains in a shorter period of time with less energy. That is the Momentum Equation! When you are feeling good about how your work is going, ride the momentum and get as much out of it as you can!

These are the top six ways to stay motivated:

1. Get motivated every day.
2. Have a vision for your life.
3. Fuel your passion.
4. Work hard enough to get results.
5. Put good materials into your mind.
6. Ride the momentum when it comes.

These are simple principles, that when you put them to work regularly, will change your life by keeping you motivated all the time! Get going!

Chris Widener is a popular speaker and author who has shared the podium with US Presidents, helping individuals and organizations turn their potential into performance, succeed in every area of their lives and achieve their dreams.

Reduce Direct Mail Production Costs Without Sacrificing Effectiveness
By Dave Henkel

Everyone in business is looking for ways to reduce costs these days. But reducing direct marketing efforts doesn’t have to be the answer. The good news is that you can reduce direct mail production costs and still develop relevant, attention-getting direct mail by paying attention to four areas in the process: your materials, your production choices, the use of data, and a true understanding of current postal rules and regulations.

1. The use of materials. Aside from the “green” considerations that are of vital importance today, you can actually spend less if you move to a lighter-weight paper for your piece; e.g., a 20-lb BRE will cost less than a 24-lb BRE. Additionally, it is often less expensive to choose an alternative to the traditional, tightly specified, branded papers. For example, using your printer’s in-house paper can save money because it is already part of the printer’s inventory.
2. Getting a handle on production costs. When you are assembling the specs for your direct mail piece, there are creative ways to achieve the same impact for less. For one, you might try changing from an envelope package to a self-mailer. Or consider reducing the number of preprint or lettershop versions by creative use of variable laser text on the main document. So much is being said about the value of personalization and color when it comes to business communications. And I believe it to be true. However, many marketers have been sold on personalized, digital-color applications without considering the costs versus the ROI. Often a preprinted, four-color form using black laser text can garner the same response for dramatically less money.
3. Good use of the all-important data. Work at mailing fewer but more targeted pieces based on better data. Mail smarter by taking the time to look closely at your list, cutting out the lowest-performing part. By eliminating the lower tier (those predicted less likely to buy or take action), you save both time and money while gaining the latitude needed to focus on those customers that truly deserve your time and attention.
4. Understanding USPS rules and regulations. Business mailers of all sizes need to maximize available postal discounts and follow the rules to achieve them. This is a complex issue, so it is important to partner with a supplier that understands how to gain the greatest postal efficiencies. For example, while commingling may be the solution for some mailings, for others more savings can be found using BMC or SCF rates. Be sure to ask your mailing services provider which method is best for each of your jobs.

Communicating with your customers is an investment. Finding ways to do so effectively and cost-efficiently will give you a positive return—in more ways than one.

—Dave Henkel is president of Johnson & Quin, located in Niles, Ill. He can be reached at dhenkel@J-QUIN.com.

21 Keys to Improving Customer Retention through Relationship Marketing Programs

by Lee Marc Stein at www.leemarcstein.com

In preparation for an annual offsite meeting with a major client, we developed this checklist with copywriter Mark Hallen.

1. Realize that your Retention Program starts on Day One. If your business model involves lead generation, Day One begins with your handling of the lead. You not only affect conversion, but the tone of the entire relationship.
   If you’re generating most of your new customers at retail, Day One is what happens when customers open the box after they’ve left the store. Are you doing enough to get them to register with you? How can you help them use the product more easily?
2. Assume that all new customers are created equal. As a general rule that worked in the past, a new customer generated through direct mail always had a longer lifetime value than a customer coming through direct response TV, inserts, or retail. Now, because of the Internet and because consumers are using all their channel options, we don't know how good a customer they're likely to be. Only performance can dictate that. Therefore you won't be able to pick and choose which customers to invest in with a relationship program. As the relationship unfolds, we can reduce or increase the investment.
3. Don’t try to start the relationship in the middle. While an action-based loyalty program can be augmented at anytime, a true relationship program will get the biggest return by beginning at the beginning. There will be less effect with older customers.
4. Make it easy to be a customer. Remove some of the necessary barriers you set up for suspects and prospects (e.g. automated email and voice response, long login forms). Think about a dedicated phone line for repeat customers. Some companies have different (easy re-order) web sites for customers than for prospects.
5. Reward and recognize longevity. You can afford to give long-time customers discounts, special services, and red carpet treatment. Don’t think so? Do the math. In many cases, it’s not even necessary to invest in a formal “loyalty” program. Recognition can go as far in exceeding customers’ expectations as rewards. Stage and invite best customers to “inner circle” events, even if the customer has to pay for the trip. Example: For its Select Banking customers, Chase arranges for a week-long golfing trip to Scotland. Even having a dedicated phone line for long-term customers can help them understand how much they’re appreciated.
6. Divide and conquer. Score your customers as you would prospects and leads. You can do this in many ways – everything from the old standard RFM (recency, frequency, monetary value) to share-of-wallet and potential based on relationships with other direct marketers. Once your customer files are scored, break customers up into distinct groups and build mini-marketing plans based on the segments’ unique needs, previous behaviors, established predispositions and potential to grow. Be sure to establish control groups within each segment so you can see the incremental value of your new marketing efforts.
7. Personalize and customize. Think about how good it feels when the waiter at your favorite restaurant greets you by name and knows exactly where you want to sit. You return again and again and always tip more than usual. The same thing works even with hardened enterprise IT buyers. Give them advice, counsel and content specific to their needs. There’s no question that direct marketers have the technology to do this.
8. Market to the life cycle stage and to the customer’s schedule. New customers have different needs and expectations than those you’ve had for years. What’s even trickier is that new customers acquired today will probably have different needs than the new customers you acquired three, five or ten years ago did. Do the research to understand and respond to these differences. Track triggers to certain behaviors and use those triggers to time your messages. When is a customer most likely to buy again? Immediately? A month later? A year later?
9. Ask them what they want. Most people want their opinions heard. And they’ll like being asked for them. The act of surveying your customers makes them think you care. When you report the results of the survey back to them, that’s a double confirmation of your concern. While you don’t want to do format surveys too often, you can get feedback after particular transactions.
10. Turn customers into stakeholders. Build a customer panel and/or an advisory board and invite customers to join. You’ll be surprised by how many will join, share, refer and buy more as a result of their participation. If you listen and act on what they have to say, that not only builds their loyalty but makes them more willing to reach out to prospects.
11. Use the power of referral programs. No customer is going to make referrals and then defect. Most customers will feel even better about the value of your product or service when they refer you to people like themselves who have stronger retention value.
12. Give instruction on how to get the most use from products and services. Obviously, this is most important with brand new customers, but also has retention value when an existing customer renews, buys a more expensive model, or accepts a new release of the product.
13. Do not turn all communications into sales pitches. Don't train the customer to believe that anything with your logo is trying to sell him something. Communications that are thank you's, welcomes, usage tips, anniversary messages, case studies, etc. make the customer feel that he is more than just a target for additional sales, and pave the way for opening the envelope when you are selling.
14. Assume that all new customers are created equal. When somebody first buys your product, you may not how good a customer they're likely to be. Only performance can dictate that. Therefore you won't be able to pick and choose which customers to invest in with a relationship program. However, you can reduce or increase the investment in a customer as you see what kind of customer he is.
15. Don’t try to start the relationship in the middle. This is the corollary to #1 (realize that your retention program starts on Day One). While an action-based loyalty program can be augmented at anytime, a true relationship program will get the biggest return by beginning at the beginning. There will be less effect with older customers.
16. Understand that unexpected “perks” do more than expected ones. Think carefully about how you position extras. Let’s say, for instance, that you’re marketing software to an installed base. If the upgrade mailing says "and you'll get 30 days free support" it might get some extra sales, but it may also decrease response because the customer thinks support will be necessary. It also raises expectations and may lead to disappointment. However, if you tell users AFTER they upgrade "to thank you for your purchase, we're giving you 30 days FREE support" it can't have a negative affect. It lets me know you're thinking about their welfare, since there is no (obvious) profit in it for you. In addition, because it was a "surprise" and not an incentive, users’ expectations for it are lower: whatever they get is a bonus.
17. Determine the effects of any retention or relationship program only in the long term. By definition, any relationship program must be viewed as a long-term investment with the potential for a sizable, but deferred, return on that investment. Do not look to see results this quarter or even this fiscal year. Your customer will reward you for good products, service and treatment only after a long enough period of time that establishes this as your company's way of doing business.
18. Make customers feel that the relationship is worth something. Here's a real relationship killer. I get a mailing with a special "customer price," then see a lower price in a store (or store circular) where anyone can walk in off the street. Treat me as an "insider," eligible for things that a non-customer can't get. Otherwise, what's in it for me?
19. Keep a Control Group long-term. To accurately measure the affect--and ROI--of a relationship program, you must retain a control group that has absolutely no contact with any component of the relationship program. Just as important, every action of this control group must be compared to the test group for a long period of time.
20. Define your goals and be sure they can be accomplished. Direct marketing is not a branding or image medium. Even mailing monthly, the frequency just isn't there to create a brand. Direct marketing can reinforce what I already think about the company, but not change it. That's why it's so important to start with new customers; that's when they feel best about us, so it's the best time to build on that.
21. Do not even think about a relationship program without reciting this mantra: "LIFETIME CUSTOMER VALUE IS EVERYTHING." All marketing should have lifetime customer value in mind, but it's the whole point of relationship marketing. Three, five, 10 years from now, how much more business have you done with Customer A (in whom you invested in a relationship program) vs. Customer B (in whom you made no additional investment). If you don't plan to look at the program this way, there's really no reason to do it in the first place.