The benefits of incorporating social media into your Sales and Marketing

Barbara Spagnola - Friday, May 26, 2017

When social media was just coming out of its shell and no one could have predicted the kind of impact it would have globally, businesses weren’t all too concerned about incorporating social media into their design. However, today, not doing so is almost unfathomable at some levels of business. It is important to see that social media is able to garner figures that otherwise would be extremely hard to pull together. This is simply because of the fact that people are on social media naturally and are not lured there through a marketing campaign. In consequence, you will be able to find all demographics. If you were to fish for leads, social media would be a great pond.

The difference between a real pond and social media however is that these “fish” want to find the hook. They are always looking to be swayed by the next product or service that they need. It’s all a matter of showing them what you can offer and letting them know that you exist as a company. Sure, the more popular your brand is, the easier that will be to accomplish. But by using smart marketing campaigns in correlation with social media features you can pull in great numbers for your sales with relatively ignorable costs. It’s a trade just too good to pass. You can learn more about how you can even use social media to sell your products overseas through a distributor but as far as this article is concerned, we will show you some of the benefits of using social media in this context.

  • You get a major distribution platform for all marketing campaigns and content deployment as well as a direct mirror to your website
  • You gain access to your choosing of demographics and customers based on preferences and compatibility with the products and services that you are offering
  • You gain the opportunity of potential future partnerships with other companies and organizations through connections made on social media
  • You improve the brand name and image through a strong presence on social media
  • You stand to benefit greatly from a financial standpoint since the investments required for using social media and deploying marketing campaigns is next to absent. Any cost necessary for marketing would be the one that you would have to deal with regardless of social media
  • Social media also allows you to build a shortlist of future partners and clients based on social media rankings and references
  • You get direct feedback from customers on social media as well as a free means to publicly display positive opinions regarding your brand or products by enabling the customers to voice their appreciation

The Question is the Key

Barbara Spagnola - Tuesday, March 03, 2015
by David Kahle

Focus, focus, focus. That is the phrase that I find myself repeating constantly in every sales seminar that I present. I believe focus is the greatest challenge for sales people today, and the greatest single solution to their challenges. There are so many demands on our time, so many tasks calling for our attention, and so many opportunities available to us that we can easily become scattered and dissipated.

And in my 30 plus years of experience in the sales profession, I have identified several places where focus will gain you the greatest results. At the top of the list is focusing on the skill of asking better sales questions.

If there is only one practice within the scope of the professional sales person upon which you can focus, let it be to gain mastery in asking better questions.

Asking a good question is your single most powerful sales tool.

Of all the things that you can do and say when you are talking with a customer, there is none that even comes close to the power of asking a good question. It stands alone, apart from every other tactic, as your single most powerful sales tool. Nothing even approaches it.

Of all the ways that you can think about your job, nothing comes close to formulating powerful questions to ask yourself, and then answering them in writing. The question you ask yourself is your single most powerful thinking tool.

That power springs from a simple principle: When you ask a question, they think of the answer. I know that sounds incredibly basic, but the most powerful truths are often very basic. If you consider this, you’ll come to the conclusion that the language in your question influences, shapes and energizes the thinking of the person to whom the question is asked.

In the case of asking the customer, the question influences, shapes, and energizes the thinking of your customer. Not only that, but the language in the questions you ask yourself direct and focus your own thinking.

Where does the decision to buy your product or service ultimately take place? Isn’t it in the mind of the customer? And what one tool allows you to shape what takes place in that mind? A good question.

Let me prove it to you. Answer this question. Did you enjoy what you had for breakfast this morning?

Now consider what you did when you read that question. Probably, in a split second spent thinking, you conjured up a picture of you eating breakfast this morning. You reviewed that by considering the picture, and then made a judgment about it: You either did or did not enjoy it.

In other words, my question caused you to think a certain way, about a certain subject. And every person who reads this book will do exactly the same thing. My question will direct and influence the thinking process of thousands of people in some small way.

Our natural reaction, when we are asked a question, is to think of the answer. While it is possible to be asked a question and to not think of the answer, it generally takes some planning and an act of willpower to do so. Even then, our conditioning often takes over and supplants our intentions.

For example, decide, right now, not to think of the answer to this question. I’m going to ask you a question, but I want you to not think of the answer. Ready? How old are you?

Don’t think of the answer!

If you are like most people, by this point the answer has crept into your mind and oozed out into your consciousness.

That’s the ultimate power of a question. When someone asks a question, you think of the answer. These two questions that I asked above were both relatively trivial. Imagine, however, the power of a more significant question, or better yet, a series of significant questions, to direct and influence the thinking of your customers. Are you beginning to gain a sense of the tremendous power of a question?

Here’s an example of how this operates in a practical selling situation: You’ve just made a proposal or a presentation of your solution. You ask the customer, “What do you not like about my product?” That’s a terrible question. What is the customer going to think about as a result of your question? All the faults he can find with your product.

On the other hand, you could influence the customer to think much more positively about your product by asking this question: “In what ways do you see yourself (or your company) benefiting from this product?”

I’d much prefer to have the customer think about the answer to the second question, rather than the first question. In this scenario, it was your question that influenced the direction of the customer’s thinking. That’s the ultimate power of a good sales question.

The power of a question to direct thinking applies just as powerfully to you. When you ask yourself questions, you direct, influence and energize your own thinking.

My work with questions has led me to conclude that the question is your most powerful thinking device, shaping and prompting excellent analysis, great prioritizing, powerful creativity, and excellent plans.

Your ability to think well depends on the language in the questions that you ask yourself.

Here’s an example. At one time, I sold for a distributor of hospital supplies. I was instructed by my manager to make sure that I always had something to present to every customer on whom I called. I thought he probably knew what he was doing, and I followed his direction. Every time that I mentioned a product line that I carried, or handed over a piece of literature, or provided a sample, or demonstrated a product, I’d call that a “sales presentation.” Thus, I was prepared to make a sales presentation on every sales call. At some point along the way, I thought that if I could increase the quantity of sales presentation that I made, I could probably correspondently increase the number of opportunities that I uncovered, and thus, eventually, the volume of my sales. So, I asked myself this question: “How can I double the quantity of sales presentations I make in my territory?”

The answer to the question was obvious: Take two things with me on every sales call. While the answer was obvious, it took me asking the right question to uncover that answer and the resulting strategy. I determined to do just that, and saw my sales increase dramatically.

Some time later, I asked myself a similar question: “How can I increase the quantity of sales presentations I make in my territory?” Again, the answer was obvious: Take more than two!

Once again, the answer was obvious. It was laying there for everyone to see. But it took the right question to uncover it. It wasn’t until I asked the right question that I discovered the resulting strategy.

So, again, I implemented that strategy and saw my sales increase again.

Some time later, I asked myself a different question: “How can I cause the quantity of sales presentations in my territory to be increased?”

Notice the difference in the language of the question. Now, it wasn’t just about me. Since I asked the question in a different way, it led me to a different answer, and a different strategy.

The answer to the most recent question? I could influence some of the manufacturer’s representatives who sold the lines that I carried to work on my behalf in my territory. If one of them made a product presentation in my territory, it would have the same impact as if I had made it myself. So, I determined to identify and then work with a core group of manufacturer’s reps, with whom my company had exclusive relationships, and who I determined to be competent, honest and reliable sales reps.

The eventual outcome of this strategy? I did five times the volume of the average rep in that field.

Notice the sequence of events. Let’s start at the end. I did huge volumes of business – five times the amount of the ordinary sales rep. One of the reasons I did that kind of volume was that I created more opportunities than any one else. One of the reasons I generated more opportunities was my routine of working closely with a core group of manufacturer’s reps, and thoroughly preparing to show several items to every prospect or customer in every sales call. The reason I implemented those strategies was that I arrived at the obvious answer to some questions I asked myself.

What was the stimulus that created this whole sequence of events? The questions I asked myself.

If there is only one practice within the scope of the professional sales person upon which you can focus, let it be to gain mastery in asking better questions.

About the Author:

Dave Kahle is one of the world’s leading sales authorities. He’s written twelve books, presented in 47 states and ten countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations. Sign up for his free weekly Ezine.

Image Credit: Stuart Miles/FreeDigitalPhotos.net

Ways to influence the customer to want to see you again

Barbara Spagnola - Tuesday, March 03, 2015
by David Kahle

Sales Best Practice #40: Has several ways of influencing the customer to want to see you again.

By Dave Kahle

Rarely is a business2business sales call a one-call close. Our products are too varied and sophisticated, and the customer’s buying processes are too complex for that.

If we see a prospect for the first time, and aren’t able to identify an opportunity or start a project in that first call, we don’t want that one sales call to be the only time we see that prospect. We want to see him again.

For example, let’s say you sell industrial supplies. You have 25,000 items that this prospect could potentially buy from you. Just because you don’t discover a likely project on your first visit doesn’t mean that you won’t on the next. Or, you may have had a customer call you with a specific need. You presented your solution, and the customer bought. In his eyes, he may think that the need has been filled, the project is finished, and he has no need to see you again. You, on the other hand, recognize that there are an additional 24,999 things he could buy from you.

In either case, your on-going success is dependent upon you uncovering additional opportunities within your accounts. And that means that your customer must be willing to see you again. And again. And again.

The best salespeople understand this nuance, and have developed specific strategies and tactics to influence the customer to be open to seeing them again. They take a long-term approach to sales, and understand that every call represents a new beginning in a developing relationship. Just like a romantic relationship, if the other party doesn’t want to see you again, the relationship is not going to progress.

Win-Win Blackboard means Outcome Benefiting Both Sides by Stuart Miles at FreeDigitalPhotos.net

Why would they want to see you again? They must receive something they value for the investment of time that they spend with you. In other words, they have to get something that warrants their investment of time. Probably the most powerful “benefits” have to do with helping the customer do his/her job more effectively. For example, if your customer is a purchasing agent, he/she sees time with you as likely to provide him a source he doesn’t have, or some information he can use. A small business owner, on the other hand, views his business as his job, and looks for things that can help his business.

There are personal “benefits” as well. You make him feel good because you express sincere interest in him and listen intently. Or he enjoys talking with you because you have things in common.

Regardless, the best salespeople understand this sophisticated issue, and develop ways and means to continually ensure that their customers want to see them again. They think hard about it, collect useful information for their customers, and plan specifically to influence people to want to see them again.

That’s why it is a practice of the best.

Image Credit: Stuart Miles/freedigitalphotos.net

First Steps to Effective Sales Planning

Barbara Spagnola - Tuesday, March 03, 2015
by David Kahle

First Steps to Effective Sales Planning

Adapted from Take Your Performance Up a Notch, Chapter 3, by Dave Kahle.

Most sales people love to be active – out in their territories, seeing people, solving problems, putting deals together. This activity orientation is one of the necessary characteristics of a sales personality. A day sitting behind a desk is their idea of purgatory.

Unfortunately, this activity orientation is both a strength and a weakness. Much of a sales person’s ability to produce results finds its genesis in the energy generated by this activity orientation.

But it can be a major obstacle. Far too often, sales people are guilty of going about their jobs directed by the credo of “Ready, shoot…aim.” The luxury of this kind of unfocused activity is a casualty of the Information Age. In order to be effective, sales people must be focused and thoughtful about everything they do. Activity without forethought and planning is a needless waste of time and energy.

And the most important part of the job to think about is the time they spend in front of their prospects and customers. Of all the different parts of their job, there is nothing more important to think about – nothing more important to plan – than that one thing.

For most sales people, if they were to make a list of everything they do in the course of a day, and then considered each of the items on the list, they’d likely discover that almost everything they do can be done cheaper or better by someone else within their company. Someone else can call for appointments cheaper or better than the sales person. Someone else can more easily check on back orders. Someone else can fill out a price quote, write a letter, or deliver a sample, cheaper or better than most sales people. In fact, it’s likely that the only thing a sales person can do that no one else in the company can do cheaper or better is interact with the customers. It’s the face-to-face interactions with customers that define the value they typically bring to the company. If it weren’t for that, your company would have little use for sales people.

So, the face-to-face interaction with the customer is the core value sales people bring to the company. Yet, most studies indicate that the average outside sales person only spends about 25 – 30 percent of his/her work week actually face-to-face with the customer.

In the light of that, doesn’t it make sense to spend some time planning and preparing to make that 25 – 30 percent of the week the highest quality you can possibly make it? Of course it does.

Planning Principles

Mastery of this practice is built upon several powerful principles. Here’s the first:  Good decisions require good information.

CRM is a dynamic system that is constantly processing, storing and using new information.

It’s the Information Age, remember. And that means, if you’re going to be an effective professional sales person, you must collect, store, and use good information. You can’t make effective plans if the information on which you build those plans is faulty or sketchy.

If you were going to build a home, for example, you’d want to know about the nature of the ground on which the home was to be built. You’d need to have a good idea about what kind of weather conditions the home would be enduring, what the building codes were, what materials were available and what they cost, and what kind of skilled workmen were required. The list could go on and on. The point is that you wouldn’t be able to build a home very effectively if you didn’t have good information on which to base those plans.

The same principles apply to building a home as well as delivering effective sales performance. In both cases, good planning requires good information. It may be that your company provides you all the information you need. But, it’s more likely they don’t. If you’re going to work with good information, you must be the one who collects that information. That means that you must create systems to collect, store and use the information that will be most helpful to you. Since our world is constantly producing new information, the system you create isn’t something you do once and forget. Rather, it must be a dynamic system that is constantly processing, storing and using new information.

The Information-Collecting Process

Creating and maintaining your system is a matter of following several specific steps. Here’s the process:

1. Create a list of the categories of information you’d like to have.

2. Working with one category at a time, brainstorm a list of all the pieces of information you’d like to have within that category.

3. Develop a system and some tools to help you collect that information.

4. Store it efficiently.

5. Use it regularly.

Step One. Start by listing the kinds of information you think will be most useful to you.

Think about your job and determine what kinds of information you’d like to have to help you deal effectively with your customers. Here’s a partial list that would fit most sales people:

  • Information about your customers and prospects.
  • Information about your competitors.
  • Information about the products, programs and services you sell.

You may have a number of other categories, but this is a basic list with which you can begin.

Step Two. Once you’ve categorized the kind of information you’d like, you can then think about what information would be ideal to have in each category.

Start at the top and work down. Look at customers and prospects first. What, ideally, would you like to know about them? Some typical pieces of information would include information about the account’s total volume of the kind of products you sell, the dates of contracts that are coming up, the people from whom they are currently buying, and so forth. All of that seems pretty basic. However, most sales people have no systematic way of collecting and storing that information. So, while you may occasionally ask a certain customer for parts of it, you probably aren’t asking every customer for all the information. And, you’re probably not collecting it, storing it, and referring to it in a systematic, disciplined way.

Do you think your competitors know exactly how much potential is in each of their accounts? Do you think they know other pieces of useful information, for example, how many pieces of production equipment each customer has, and the manufacturer and year of purchase of each? Probably not. If you collect good quantitative marketing information, you’ll be better equipped to make strategic sales decisions and create effective plans. For example, you’ll know exactly who to talk to when the new piece of equipment from ABC manufacturer is finally introduced. And, you’ll know who is really ripe for some new cost-saving product that’s coming, or the new program your company is putting together.

You may currently be doing a so-so job of collecting information. It’s like golf. Anyone can hit a golf ball. But few can do it well. Anyone can get some information. Few sales people do it well.

Step Three. Develop a system and some tools.

The single most effective tool is an account profile form. It’s an incredibly effective tool that generates and organizes some of the most powerful processes.

Read about the power and process of an account profile form in the expanded version of this article here.

Step Four. Store it efficiently.

You may have done a great job of collecting information, but if you’ve stored it on old matchbook covers, coffee-stained post-its, and the backs of old business cards somewhere in the backseat of your car, it’s probably not going to do you much good.

If you’re computerized, then your computer can be the super tool that allows you to efficiently store the information. If not, you’re going to need to create a set of files (yes, manila folders!) in which to store your information.

Step Five. Use it regularly.

Before every sales call, review the information you have stored. That review will help you make good decisions about each aspect of the sales call. Likewise, review the information as you create your annual goals and sales plans, when you create account strategies, and when you organize and plan your territories.

As you can tell, an account profile form is a master tool that holds all of this together.

Copyright MMXIV by Dave Kahle

All Rights Reserved

About the author:

Dave Kahle is one of the world’s leading sales authorities. He’s written twelve books, presented in 47 states and ten countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations. Sign up for his free weekly Ezine. Check out our Sales Resource Center for 455 sales training programs for every sales person at every level.

You may contact Dave at 800-331-1287, or dave@davekahle.com.

Photo credit: stuart miles/freedigitalphotos.net


Remarkable things happen when you refuse to discount

Barbara Spagnola - Tuesday, March 03, 2015

by David Kahle

Question and Answer for Sales People

Businessman holding paper with the word No

By Dave Kahle

Q. Customers ask every year at “budget” time for us (as their main distributor) to give them a better discount. Will this ever stop?

A. No.

Q. How can we continue to grow when we keep giving away margin?

A. Let’s think about this one together.

If your margins are greater than the average in your industry, and you are a well managed company, you could probably give away some of that margin to your customers without any severe repercussions to the company.

If that’s not the case, then the answer is obvious. You can’t subsidize your customer’s business – at least not many of them. You must make a profit, and you must make a pretty significant profit if you want to fund your growth out of the cash flow from your operations.

I suspect, in this case, that you are giving away margin to keep the business. If your margins are excessive, you can probably do this for a while. But there is a point at which any further degradation of the margin means that you are servicing this account unprofitably. There may be strategic reasons to do so, but from a purely economic point of view, you can’t do that very often or for very long. Either one of those choices will result in the early demise of your company.

So the answer to your question is, “You won’t for very long.” But that’s not the real issue.

The real issue is “Why are you giving away margin?”

The answer says more about you than it does the customer. Customers will continually ask for lower prices, because that’s their job. But just because they ask doesn’t mean that you have to give in. While there may be times and places when reducing your margin may be a wise thing to do, generally speaking, it’s not recommended. Here’s why:

1. When you discount your margins, you train the customer to continually ask for bigger discounts. Your customer thinks, “If it worked this time, why won’t it work again?”

2. When you discount your margins, you train the customer that your prices are negotiable, and that your stated price is not your real price. So, again, you train the customer to continually ask for discounts.

3. When you discount your margins, you send a message that your company really does not add any value to the equation, and you sink to the level of the low-price competitors.

On the other hand, when you refuse to discount, you:

1. Send the message that your price is fair for the value that the customer receives.

2. Send the message that your prices are not negotiable.

3. Send the message that there is integrity in your pricing and in your business.

When it comes down to it, the real reason that you are giving away margin is that you are afraid to lose the business to a lower priced competitor if you don’t. That’s a fear that you must face if you are going to be successful in the long term. Until you get over that fear, you’ll forever be at the mercy of the discount-demanding customers.

There are worse things than losing a piece of business to a low priced competitor.

Refuse to discount, and walk away from the business if you have to. In the long run, you’ll be more confident, you’ll have a greater personal presence, and you’ll reduce the incessant clamoring for discounts. If the customer moves to someone else, they may come back to you if the competitor messes up. And, it’ll free your time to invest in customers who are not so price conscious.

Copyright MMX by Dave Kahle

All Rights Reserved

About the author:

Dave Kahle is one of the world’s leading sales authorities. He’s written twelve books, presented in 47 states and ten countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations. Sign up for his free weekly Ezine. Check out our Sales Resource Center for 455 sales training programs for every sales person at every level.

You may contact Dave at 800-331-1287, or dave@davekahle.com.

Photo Credit: pakorn/freedigitalphotos.net

The sales conversation is changing—have you kept up?

Barbara Spagnola - Tuesday, March 03, 2015

By

Are you having the same old, same old conversations with customers and prospects? Ones that start like these:
Woman using smart phone by patrisyu at freedigitalphotos.net

Tell me about your business

Let me tell you about my product

Just checking in 

How’s it going?

Not much; what’s new with you?

These are antiquated conversation openers that go back to the days when customers brought in salespeople to learn about services, products and solutions. Today, these kinds of conversations are ones that neither you nor your buyer need. You can and should learn about their business before the conversation begins. They can do the same for your products and services. If you’re just checking in, you can text.

Buyers still want to talk to you, but not about that stuff. Today’s conversations start where the old ones left off. You need to come to the table already an expert — with knowledge of the customer’s company, its competitive environment, and the stakeholders involved in the buying decision.

Where to next?

And then you need to take the conversation somewhere that leaves the customer thinking, “Wow. I got a lot more out of that conversation than I expected.”

You want conversations that buyers will remember. That will set you apart from other salespeople. That will unlock new opportunities or get your buyer thinking differently.

Here are four fresh kinds of conversations you can have with prospects and customers:

Futuring.

Customers are looking to you for insight that goes beyond what they already know, to help them solve not only their current problem, but emerging business challenges. Futuring conversations help you (and sometimes buyers themselves) understand where things are headed. The goal isn’t prediction. It’s to learn the buyers’ vision of the future as they understand it today, and to explore what they need to do right now to prepare for it.

Success is target by parkorn at freedigitalphotos.net

Some questions to get the ball rolling:

  • Where do you expect this organization to be in five years?
  • What are you doing to prepare for ______ (insert an emerging industry trend)?
  • What will be the biggest threat to your business in the next year?

Heat-mapping.

The goal of this conversation is to identify top-priority business issues. This isn’t a conversation limited to your products and solutions; it takes a step back to look at what issues are attracting attention and resources in the organization.

Business graph by hywards at freedigitalphotos.net

Some questions to ask:

  • What topics are getting the most discussion in management meetings these days?
  • Where are you spending the most money?
  • What’s driving revenue and growth?
  • What problems keep coming up despite your best efforts to solve them?

Phasing.

These conversations are designed to help you better understand buying cycles, so you can get plugged in sooner. Back in the old days, buyers got salespeople involved early in the buying cycle, because that was the only way they could get the information they needed. Now buyers can do their research anonymously on the Internet, and they tend to invite salespeople in only at the end. The buying cycle is still there, but much of it is invisible to salespeople – unless you ask.

Business opportunities by basketman at freedigitalphotos.net

Questions:

  • What projects are you working on that are still in the early phases?
  • What issues are you just now starting to look into?
  • What’s in your development pipeline?
  • What do you see on the horizon that you feel you need to know more about?

Linking.

These conversations create emotional links between the customer and you, what you sell, and the company you work for. It’s important to make the business case, but equally important to connect person to person.

two corporates discussing business over snacks by stockimages at freedigitalphotos.net

You might say:

  • How do you feel about what I’ve proposed?
  • What will it mean to you personally if we can find a solution to this problem?
  • I was really excited when I saw the results of our field trials.
  • It’s fun to work with your organization, because you challenge me to do my best.

These are different conversations from the ones you may be used to having. They require a greater depth of knowledge and insight. And they may take you in unexpected directions. They may uncover opportunities that more predictable conversations never will. Even more important, they differentiate you from all those other salespeople who play it safe, and get your buyer thinking of you in a new and better light.

Adapted in part from “Changing the Sales Conversation,” by Linda Richardson. To learn more, visit www.lindarichardson.com

About the Author:

Michael Boyette is the Executive Editor of Rapid Learning Institute and thought leader for the Top Sales Dog blog.  He is a nationally recognized authority on selling and has written hundreds of articles and training programs for sales reps and sales managers.  Michael has managed programs for US Healthcare, Bell Communications Research, and DuPont.  Connect with Michael via Twitter @TopSalesDog.

Image “woman using smart phone” by patrisyu/freedigitalphotos.net

Image “success is target” by pakorn/freedigitalphotos.net

Image “business graph” by hywards/freedigitalphotos.net

Image “business opportunities” by basketman/freedigitalphotos.net

Image “two corporates discussing business over snacks” by stockimages/freedigitalphotos.net

Use of site locator maps dramatically improves response rate for retailer and its ad agency

Barbara Spagnola - Wednesday, August 13, 2014
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A national advertising agency was faced with the important task of driving consumers to multiple new store openings for their retail client. To increase traffic to the new locations, the ad agency needed more than just the right marketing data. They needed to ensure their best customer prospects would be encouraged to visit the right stores in their area and know exactly where those stores were. 

So they turned to AccuData America, a leading provider of marketing data and database analysis services, for help.

Lisa Garzon, a sales executive at AccuData, has had many clients with similar needs and knows that managing the growth and marketing of a rapidly expanding retailer is a difficult task that requires AccuData’s list proficiency and data expertise. She also knows who to turn to when a client wants to include site locator maps in their direct mail campaign to help drive their best customers to the right locations: the experts at Maponics. 

Site locator maps help build traffic for new store openings

The ad agency knew using site locator maps in conjunction with appropriate list data, counts and “ZIP reports” would help the retailer target prospective customers meeting a certain profile and efficiently and accurately direct them to new stores in their area. Garzon, whose clients frequently have mapping needs, knew that Maponics could deliver the results the client needed and AccuData’s data selections would deliver the rest. 

“Several times a year, we just e-mail Maponics a list of the future store addresses for this particular client,” Garzon said. “Maponics always sends the site locator maps back to us within a day or two, and the maps look great to boot. Sometimes, the addresses we forward are not even listed with the USPS yet. Maponics has still been able to provide these maps within our tight timeframe, helping us deliver 100 percent on our clients’ needs, without creating a problem for them.”



Maponics allows clients to focus on their core competencies

The inclusion of site locator maps has increased the response rates for these introductory mailings dramatically. According to Garzon, “The ad agency we have been working with is extremely happy to be able to use us as a one-stop shop for customer mailing support, allowing them to focus on their core competency: ad design.” 

In fact, their retailer has successfully opened so many sites to date that AccuData is working with them and Maponics to create custom territory maps. These maps will show all of the retail sites currently in operation, along with defined territory boundaries. This guarantees that no list data for a given region is ordered twice. The advantage here will be twofold: the retailer will save money on redundant mailing, while simultaneously protecting their prospective clients from the aggravation of receiving more than one of the same offer.

“With an expert mapping provider like Maponics, AccuData can continue to focus on our core expertise—quality data solutions—and our clients can focus on theirs,” said Garzon. “Working with Maponics has been so easy. I know I can count on them to meet any mapping need.”


About the Author

About AccuData America 

AccuData America is the largest independent provider of marketing data and database analysis services in the United States. The national marketing strategies company, established in 1990, is based in Fort Myers, Florida, and employs nearly 200 people. Employees include highly trained data consultants who have access to every credible managed and compiled list in the nation, and who know the strengths and weaknesses of each compiled database. For more information, contact info@accudata.com or visit www.accudata.com.

About Maponics

Maponics is a market leader in providing custom geographic targeting and mapping to the direct mail and advertising industries. In addition to site locator maps, Maponics specializes in postal carrier route and ZIP Code mapping. Maponics is committed to serving businesses in a knowledgeable, fast and affordable manner, allowing its clients to concentrate on their core focus. The company is located in Norwich, Vermont, and can be reached at 1-800-762-5158 or by emailing info@maponics.com. Extensive information is also available atwww.maponics.com.


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