Sometimes a business is inspired: it seems to be a perfect match for a crying market need that was overlooked before. It is run in an exemplary way. It doesn’t happen overnight, but progressively and with serious labor, and then takes off dramatically. This description seems to match “Fit for Work.”
“Fit for Work” was started in 1998 by two occupational therapists, Tom Tobin and Keith Adamson, who noticed how healthcare providers were taking advantage of the system to prolong treatment. Clinics would keep people out of work just because they could, instead of getting them back on their jobs as soon as possible. Tobin and Adamson got a vision for a prevention service, with the goals of reducing on the job injuries, keeping people at their jobs and cutting down on workman comp costs. Great concept, but completely against the grain and the culture of the industry. Their target market was industrial plants and warehouses. Their challenge was to show that it could work, and to design a sustainable model to provide the service effectively.
Tobin and Adamson took a year to plan and pray about it. They each took a contract for a large company: one for HEB and the other for Frito Lay. After a year, they had their “product.” It took almost three years to start to show the impact of their work, on finances and personnel. But their patience paid off. This first referral rapidly generated new opportunities for them.
The next question was the business model. How to price it? They asked themselves two questions: What was the service worth? What were their expectations of returns? The service approach gave them the answer. “Fit for work” positions itself as a solution provider: their expertise allows them to assess the client’s needs and set in place a program of care that will reduce the number of injuries and the workman compensation costs. They based their compensation on the amount of time required to meet the client’s goals, using an hourly rate that is comparable to that of other consultants with a similar level of education and certification.
The last key to the puzzle was: how to invest in growth? They realized that at the core of their performance was the quality of the therapists who would be dispatched on-site. The job is more demanding than a 8-to-5 job at a clinic, and their staff has to work third shift. Finding therapists was difficult. They decided to offer a top-notch health insurance package with their compensation. By carefully hiring, training and retaining good employees, they developed a great tool and a replicable model.
It seems simple. That’s the amazing quality of inspired businesses. That’s why they’re inspiring. Next challenges: How to distill their brand communication to better convey who they are and what they offer, which will help them accelerate their national growth efforts. ©2009, Gerard Migeon Inc., Signal, www.signalarity.com
Thursday, June 18, 2009
Friday, March 6, 2009
Stick to your Gunn: a strategic move worth millions in advertising
Bold moves pay off! Gunn Automotive has had a longstanding reputation as a customer-driven dealer. But back in the early 90’s, competition was increasing. Even though Gunn had a good business, they realized that in the long term, being clearly different from other stores was going to be necessary to maintain their profitability.
“The questions we asked ourselves were: what can we do to be who we are in a more radical way? And what’s wrong with our industry?” says Paul Young, Gunn’s Executive Vice-President, and one of the architects of the change. They realized that the way the business was done was not fair to everybody: the person with the best negotiating skills would get the best deal. A lot of people would actually appreciate not to have to battle to buy a car. That’s how the bold idea of a fixed price, not negotiated, just like other retail companies, came up.
For two years, they researched the question, visiting other dealers in the US who were using a similar approach, and conducting research with their own customers. At the end of the process, they had a strategy: fixed price for new cars, used cars, and for trade-ins. No negotiation. They also changed the way they paid their salespeople, giving them a fix salary so they would not have an incentive to play with the price. Finally they decided that they wouldn’t implement the idea in small test runs , they either did it or not.
14 years later, they still claim “One Simple Price” as the single most differentiating element of their dealerships. It’s clearly on top of their communications. Their market share and profitability have grown consistently over the years. More dramatic is the fact that they are the second largest automotive dealer in the county, while ranking number 8 in advertising expenses.
The lesson: A marketing strategy that meets the needs of your customers in a radical and unique way is worth a lot of advertising dollars. It’s easy to say but takes a lot of guts. I am curious to see what Gunn’s next move is going to be in this changing market, in order to continue to be a radical marketer in the dealers’ field.
Questions: how do you create difference from your competition by being completely customer driven? Have you ever asked your customers what’s wrong with your industry?
©2009, Gerard Migeon Inc., Signal, www.signalarity.com
“The questions we asked ourselves were: what can we do to be who we are in a more radical way? And what’s wrong with our industry?” says Paul Young, Gunn’s Executive Vice-President, and one of the architects of the change. They realized that the way the business was done was not fair to everybody: the person with the best negotiating skills would get the best deal. A lot of people would actually appreciate not to have to battle to buy a car. That’s how the bold idea of a fixed price, not negotiated, just like other retail companies, came up.
For two years, they researched the question, visiting other dealers in the US who were using a similar approach, and conducting research with their own customers. At the end of the process, they had a strategy: fixed price for new cars, used cars, and for trade-ins. No negotiation. They also changed the way they paid their salespeople, giving them a fix salary so they would not have an incentive to play with the price. Finally they decided that they wouldn’t implement the idea in small test runs , they either did it or not.
14 years later, they still claim “One Simple Price” as the single most differentiating element of their dealerships. It’s clearly on top of their communications. Their market share and profitability have grown consistently over the years. More dramatic is the fact that they are the second largest automotive dealer in the county, while ranking number 8 in advertising expenses.
The lesson: A marketing strategy that meets the needs of your customers in a radical and unique way is worth a lot of advertising dollars. It’s easy to say but takes a lot of guts. I am curious to see what Gunn’s next move is going to be in this changing market, in order to continue to be a radical marketer in the dealers’ field.
Questions: how do you create difference from your competition by being completely customer driven? Have you ever asked your customers what’s wrong with your industry?
©2009, Gerard Migeon Inc., Signal, www.signalarity.com
Monday, March 2, 2009
Marketing or advertising?
In our very media-driven culture, marketing is often confused with advertising. Many companies think they don’t do much marketing because they don’t publish any ads or have many glossy brochures sitting on their shelves.
An honest CEO of a small company asked me what the difference was between the two. For some reason, unrelated to him, a military example came to my mind. I explained that a CEO does marketing like a General plans for the war, decides what battles to take, which troups to send to these battles, where he would attack the ennemy and when he would claim victory or retreat, maybe even what artillery he would use. The kind of ammunitions the soldiers would use, and the frequency of the shots, that is advertising.
In more literal words, marketing is any plan and decision that defines how the company is going to operate based on its understanding of the market, from the markets where the company is going to play, the customers it’s going to serve, why and how, the depth or width of product range it will offer, the way it will communicate to the customers, etc..Advertising is the tactical part (even when it is strategically planned): what we say at a given time, to create a purchase decision by the customer down the line.
The CEO whom I was talking to had made a very important marketing decision without calling it such. He had focused all his efforts to a certain group of customers, turning down others. By doing so, he created such a reputation and an ability to serve them better that he used very little advertising to grow. ©2009, Gerard Migeon Inc., Signal, www.signalarity.com
An honest CEO of a small company asked me what the difference was between the two. For some reason, unrelated to him, a military example came to my mind. I explained that a CEO does marketing like a General plans for the war, decides what battles to take, which troups to send to these battles, where he would attack the ennemy and when he would claim victory or retreat, maybe even what artillery he would use. The kind of ammunitions the soldiers would use, and the frequency of the shots, that is advertising.
In more literal words, marketing is any plan and decision that defines how the company is going to operate based on its understanding of the market, from the markets where the company is going to play, the customers it’s going to serve, why and how, the depth or width of product range it will offer, the way it will communicate to the customers, etc..Advertising is the tactical part (even when it is strategically planned): what we say at a given time, to create a purchase decision by the customer down the line.
The CEO whom I was talking to had made a very important marketing decision without calling it such. He had focused all his efforts to a certain group of customers, turning down others. By doing so, he created such a reputation and an ability to serve them better that he used very little advertising to grow. ©2009, Gerard Migeon Inc., Signal, www.signalarity.com
Tuesday, January 27, 2009
Waking up the car part shops!
Have you been to an automotive parts shop lately? These guys can be very helpful and good at responding to your needs, especially if you know what you want. They’re not famous for their aggressive sales skills though.
Pressure Systems International (PSI), the inventor of a remarkable tire inflation system used in the Heavy Duty Trucking industry on trailers, has been trying to develop their sales to the aftermarket during this downturn in the economy. The system is mostly sold on new trailers, and it’s not yet in the “mind” of the trucking companies to go get a PSI system over the counter to have it installed on their older equipment. As we know, the sales force or customer service in parts and maintenance shops is not going to do a lot of education or selling on behalf of PSI, unless they have a clear incentive. Understanding that hurdle, Frank Sonzala, PSI’s Executive VP, designed a campaign to help these guys generate business.
It’s simple—a discount based on quantity and a series of rewards based on the sales, announced through the network in a consistent manner. In November the sales in that market increased by 50% from last year. The promotion ended in December. Next PSI will have to look at ways to foster this level of motivation on an ongoing basis to where it becomes a habit for their distribution channel. Another approach would also be to lead and motivate the end-user to ask for the upgrade. It shows how doing something different and relevant to your target audience and channel to market can have quick pay-off.
Question: what are you doing different to make sure that your channel to market or your referral network is engaged and that you’re top of mind in the short term and in the long run?
©2009, Gerard Migeon Inc., Signal, www.signalarity.com
Pressure Systems International (PSI), the inventor of a remarkable tire inflation system used in the Heavy Duty Trucking industry on trailers, has been trying to develop their sales to the aftermarket during this downturn in the economy. The system is mostly sold on new trailers, and it’s not yet in the “mind” of the trucking companies to go get a PSI system over the counter to have it installed on their older equipment. As we know, the sales force or customer service in parts and maintenance shops is not going to do a lot of education or selling on behalf of PSI, unless they have a clear incentive. Understanding that hurdle, Frank Sonzala, PSI’s Executive VP, designed a campaign to help these guys generate business.
It’s simple—a discount based on quantity and a series of rewards based on the sales, announced through the network in a consistent manner. In November the sales in that market increased by 50% from last year. The promotion ended in December. Next PSI will have to look at ways to foster this level of motivation on an ongoing basis to where it becomes a habit for their distribution channel. Another approach would also be to lead and motivate the end-user to ask for the upgrade. It shows how doing something different and relevant to your target audience and channel to market can have quick pay-off.
Question: what are you doing different to make sure that your channel to market or your referral network is engaged and that you’re top of mind in the short term and in the long run?
©2009, Gerard Migeon Inc., Signal, www.signalarity.com
Sunday, January 4, 2009
Beldon Roofing Finds Fair Weather Opportunity
What do you do when you your employees are waiting for the next rain? Beldon Roofing of San Antonio was faced with that challenge a couple years ago. They had grown the roof service department as their volume of business grew. Because of the dry weather, though, that department was becoming underutilized. When most people would think cost and cut their staff, Beldon Roofing thought of client needs and possibilities. Looking at the unexpressed but real needs of facility owners and managers, they developed a maintenance program for their roofs. As Beldon didn’t have the maintenance expertise at the time, they hired an expert in that area to lead their “repair” team, and went to market. On their website, they call it Roof Asset Management, which shows an understanding of the issue from the point of view of their customer. They support their offering with data from third party research showing the savings of a good maintenance program.
Today, it’s a profitable and fast growing part of Beldon's business, and the total revenues of maintenance and repair exceed $1 million. The department has grown to up to 12 teams of two men, and they have hired a second expert to meet the demand. They’ve also been asked by BOMA to write a column about roof maintenance in their monthly regional magazine, a huge opportunity for free publicity. Finally, guess who’s best positioned when one of their clients has a need for a new roof? They’re at a stage where they can choose to invest more in this program or continue to consider it a secondary part of their offering. That’s the next important strategic decision for them.
Question: how can you expand your expertise and service to meet an unspoken client need and make it a strategic advantage?
Would you like to share a remarkable marketing story? Let's talk! Email me at gerard@signalarity.com.
©2009, Gerard Migeon Inc., Signal, www.signalarity.com
Today, it’s a profitable and fast growing part of Beldon's business, and the total revenues of maintenance and repair exceed $1 million. The department has grown to up to 12 teams of two men, and they have hired a second expert to meet the demand. They’ve also been asked by BOMA to write a column about roof maintenance in their monthly regional magazine, a huge opportunity for free publicity. Finally, guess who’s best positioned when one of their clients has a need for a new roof? They’re at a stage where they can choose to invest more in this program or continue to consider it a secondary part of their offering. That’s the next important strategic decision for them.
Question: how can you expand your expertise and service to meet an unspoken client need and make it a strategic advantage?
Would you like to share a remarkable marketing story? Let's talk! Email me at gerard@signalarity.com.
©2009, Gerard Migeon Inc., Signal, www.signalarity.com
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