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Archives for Networking

SureToMeet is a technology company with decades of experience in the events and one-to-one marketing fields.  We have married those two areas of expertise in a new product design — but due to the death of our founding CEO, are struggling to find a new home for this innovative system that can make a real difference in the business networking niche.  

SureToMeet includes three innovative, experienced R&D designers:  Chris Allen is an Academy Award winning systems programmer and designer.  Carolyn Allen is a longtime marketing communications and Internet marketer.  David Hylton is an international communications and business strategist.  

Our founder, Cliff Allen, was a systems designer and marketer who wrote some of the early books on Internet marketing, who created one of the first event registration systems as well as a sales and marketing unification system much like Salesforce.com.  

Together we have designed, patented, and put together the implementation plan for the MatchUp system. MatchUp is a complete system for event organizers, attendees and sponsors to bring together compatible people face-to-face at events.  

It takes humility to know when you need to ask for help.  After struggling for almost five years to complete the patent application process and receive the patent, and developing the business plan, marketing strategy and detailed technology wireframe — we realize that the system we’ve designed needs a bigger company than ours to bring it to the marketplace.

So we are looking for a home for our child.  The ideal candidate will be an established events management or events services company who has a relationship with event organizers and sponsors.  They will also have in-house tech resources to rapidly develop the system.

Why would they do this?  Because the revenue potential is even greater than the valuable contribution they would be able to provide their clients by cutting the cost and inefficiencies of networking the old fashioned way.  This system provides a smooth pathway to development of both a Minimum Viable Product and future enhancements.  And the adopting company will have three dedicated founders to help with rapid development and implementation.

We have heart — as well as the desire to make a valuable contribution to business and the careers of people who rely on business networking.  In this day and age of social media and crowd sourcing, we are asking for your help so we can help others.  We would appreciate any assistance you can provide in finding a home for this innovative solution to business networking.

Carolyn Allen
CEO, SureToMeet

As a communications strategist, I recognized a big problem among our entrepreneurial clients — they needed a matchmaker to help them find the right partners, investors, clients and staff members.  My husband and I owned a high tech marketing agency and the need for productive networking was palpable, but the technology wasn’t there yet.  This is the time for smartphone enabled business networking

Our MatchUp (TM) solution that combines the Event Organizer with the Smart Phone & Computer System helps Attendees match with each other at the event.  We help sort out compatibilities with the algorithm.  The Organizer narrows the search with parameters… and the Attendee can fine tune their profiles to find the match they need today!

But the human factor is so important.  You can be matched with the perfectly compatible person, but if you do not engage in a meaningful conversation and then followup, your experience is useless.

Based on our experiences at networking and event organizing over the years, we’ve learned these tips for networking at events:

  1.  Know who you want to meet
  2.  Ask for referrals from people who know you…
  3.  Follow up, follow up, follow up

Know who you want to meet

Who do you need today to make progress in your job or your career?  Do you need a partner, an investor, clients or staff members?  Do you need someone part-time or full-time?  Know what you are looking for — the function in your life — and who the most likely candidates are.  That profile shapes YOUR profile!

Ask for Referrals 

If you don’t have a networking system available, use the old-fashioned one — ask for referrals.  But be specific and ask for the most common two or three attributes you need to find.  Your referrer needs to ask the right questions and give a bit of your information to help make a human match.

Follow up!

Following up is about making a business friendship.  It’s about learning more about each other and learning to trust one another’s judgment.  And it’s a long process to develop a really good contact.  Try to meet again soon.  Go for coffee together or meet at the next group meeting you have in common.  Send email.  Connect in social media and send short messages that might be of value to your contact.

Don’t overwhelm your new business contact, but connecting 3 or 4 times in the first month of your relationship can solidify your interest in them and flesh out the value that you bring to their life — and vice versa!

Make your business friendship friendly.  Don’t fall into gripes about your industry or colleagues.  Do promote positive ideas about how to make life better for both of you.  And share tidbits of helpful knowledge.  This is how trust is born and nurtured.

Successful networking!
Carolyn

Do you know all the key players (companies) in your industry niche, in your city or region?  If not, you are NOT ready to look for a new job!

Part of “You, Inc.” is knowing your assets (talents, skills, connections and experience).  But another part is knowing which buyers are best for you.

With the Web at your fingertips, there’s no excuse for not knowing each of your potential employers better than you know the attributes of your favorite movie or sports star.  Here are some features of each company you should know… and can find off of the Web (their company website, directories, associations, etc.)

  1. Name and kind of company (Sole proprietorship, partnership, LLC, S, C or other corporation), and size (number of employees, divisions, or locations).  Where their headquarters is located — and how close you will be to it.  Remember — location, location, location!
  2. Number of employees, and what the name of your relevant department(s) would be.
  3. Key customers (Find in directories or association membership listings)
  4. Where the hub of your industry is.  Entertainment is not centered in Sante Fe, New Mexico — but the art world is!
  5. Key products and services … and where the money comes from!  Follow the money!  The departments that have the greatest impact on revenue get the most attention, resources and often, highest salaries.  Money talks in business.
  6. Job requirements.  Search for job descriptions on job websites to get a prioritized list of qualification they will look for.  Know how each term is defined, and relate it to your own training and experience.  Tell your story of qualification, successful experiences and networks that can help get the job done.
  7. Who do you know who works for the company?  Call, email or text them for insights about the company, industry trends, and the job or department.  Recognize that one personal opinion isn’t always complete or accurate.
  8. Check social media for relevant conversations about the industry and the company.  But DON’T make derogatory or inappropriate comments.  (And check your own social media postings and clean them up as much as possible.)  
  9. Visit a trade show booth or other public exhibit and check out the literature.  Annual reports tell a lot about the inner workings of a company.  Read it for at least two years, if possible.  Annual reports for public companies listed in the stock market are often posted on their website or linked to from Finance.Yahoo.com
  10. Drive by all the facilities within driving distance — check out their look and feel.  Are they clean or unkempt?  Are their parking lots full or sparsely filled. Are they heavily armoured against crime, or open to the public?  You can tell a lot about a person (or company) by how they dress!

Getting to know the best companies in your niche can mean up to millions of dollars over a lifetime of work — so it is important to know where the best companies are, who their key people are, their trends and best products.  It’s like getting to know a person with many fascinating personality traits!  Have fun, but open your eyes to the attributes that matter most!

You have a supply chain inside your own company

and many of us have a supply chain outside the company.  We’ll discuss how to network within your company first.

A supply chain is a group of people whose job it is to get results and give aid to fellow employees working to achieve results.  

Some network members are in your own department, such as your supervisor and your contracts administrator.  Some are in departments before and after your role.  For example, if you are in sales — you need to know about inventory (before your department) and shipping (after your department), as well as others, such as order entry and order payments??.  

If you know these people by name, share some stories, and let each other know how your work optimally, you can get your work done much faster and smoother.  That process of getting acquainted personally and business-wise is productive internal business networking.

Step 1:  Write down the flow chart of your function… and the people/positions that come before you and after you in the flow of achieving your assigned results.  Well, maybe first, you need to identify what results really matter in your job!

Step 2. Identify the people at your own job level… and the people above and below your level. Meet them and offer them a token of your respect (information, cup of coffee, department ad specialties, etc.)  Be helpful to them by asking for their job goal and their wisdom and showing how you hope to support their goals.

Step 3: Add notes to your calendar to follow-up at least monthly.  Share helpful information (not trade secrets!) and ask for their input on what’s happening in the company or industry.  Ask how you can work together better.

Step 4.  Follow through.  Do what you said you would do.  It’s that simple.

Step 5.  Buy a box of “Thank You” cards and use them after every significant piece of shared information, referral, insight or connection your team provides you.  Be appreciative, but don’t gush.  Be sure to invite key members of your supply chain to a dinner or party at least once a year.  This is for their benefit to network with your trusted network!

This white paper describes the benefits and challenges of using e-mail marketing as part of a sales and marketing program for “considered purchases,” such as found in the sales cycles for business and industrial products.

E-mail has become a business tool that is almost as important as the telephone because it overcomes many of the communications problems of other media. It’s frequently faster to communicate with someone via e-mail than with voicemail and fax.

Email Provides Flexibility

Business marketers have found that e-mail has the flexibility to deliver a wide variety of messages, and it has the impact of a personal message. Of course, e-mail marketing cannot totally replace other forms of marketing and selling, but it can augment traditional sales and marketing techniques by increasing the frequency of exposure, delivering a high-impact message, and reducing sales and marketing costs.

E-mail marketing is proving its power to support both online and offline sales and marketing campaigns. Forrester Research recently interviewed companies about their results in using e-mail marketing techniques and found that the companies interviewed will triple their e-mail marketing budgets by 2004. It was somewhat surprising that these companies will spend half of their online marketing budget on e-mail marketing, but Forrester found that e-mail marketing is both effective and efficient. Their study reported that sending e-mail to in-house lists cost about $5 per thousand messages sent and that clickthrough rates average 10 percent. This means that e-mail marketing is much more efficient than practically all other forms of online or offline marketing.

While e-mail marketing has proven its value, it does present several challenges to marketers regarding implementation, such as:

  • Who should receive e-mail?
  • What content should e-mails contain?
  • How often should e-mail be sent?
  • How should an e-mail hosting company be selected?
  • What follow-up is effective for sales?

Permission Marketing

Regardless of how targeted, relevant, and informative you think your message is, unless the recipient specifically agreed to receive the information you send, you risk alienating a significant portion of your audience.

You’ve probably noticed that the unwanted e-mail you receive doesn’t come from large, recognizable companies who want to maintain their reputation. But large, well-known companies do send a great deal of e-mail promoting their products and services. So how do they obtain lists of interested prospects without becoming spammers? The answer is to send e-mail only to an in-house list of people who have asked for — or at least agreed to receive — e-mail newsletters and promotions from a company.

One of the easiest ways to implement a permission marketing e-mail program is to allow Web visitors to subscribe to a company’s newsletter. At the same time, visitors can be asked if they are interested in receiving promotions (sometimes called “solo mailings”) from the same company. In addition, a variety of offline techniques can be used to obtain approval to send e-mail newsletters and promotional campaign messages. Salespeople frequently obtain e-mail addresses from their prospects and customers. Other offline sources of e-mail addresses are trade shows, product registration cards, call centers, and other “touch points” where a company’s employees come in contact with prospects and customers.

One thing to keep in mind about permission marketing is that each individual’s permission only covers the type of e-mail explicitly mentioned when asking for permission. For example, if you change the format of your e-mail newsletter to resemble a solo ad or special offer, expect a large portion of people to unsubscribe from your list.

Frequency of Contact

Most marketing and sales executives know it’s important to contact prospects and customers frequently to create “top of mind” awareness. What’s not always clear is exactly why this is true and how to accomplish it.

In general, exposure to a message is cumulative, and each exposure to a message helps a person move above a “threshold of acceptance” where they will take action. However, impressions have a certain “decay rate,” which means that if not reinforced with additional exposures, awareness will fade away over time.

This means that it’s not just the number of exposures — it’s the number of times a person is exposed to a message during a certain time period.

Marketing research indicates that prospects need more exposures before they cross the threshold, while customers — who presumable are directly exposed to the product’s benefits — seem to require less frequent sales and marketing messages for them to remain loyal over time.

This means that it’s important to keep in frequent contact with both prospects and customers. The challenge, of course, is doing it inexpensively. In addition, it’s important to know when to increase the level of contact from primarily e-mail to a more intensive contact, such as a call from a salesperson. Fortunately, e-mail marketing techniques can meet both challenges at the same time.

As potential customers look for ways to meet specific needs, they move from initial awareness of their need through several stages of information gathering, and, hopefully, to product evaluation and selection. Traditional business marketing has called for mailing brochures and catalogs, sending direct mail pieces, and other expensive and time-consuming techniques to hopefully make the prospect receptive to a call from a salesperson. With sales cycles taking from 6 to 24 months, it can be expensive to have salespeople maintain frequent contact while waiting for prospects to become ready for sales calls.

A more efficient approach is to combine an e-mail newsletter and an e-mail promotional campaign with less frequent sales calls. Today, e-mail marketing can deliver a company’s marketing message more quickly and less expensively than many other customer contact methods. In addition, e-mail can accurately track when prospects are ready to hear from a salesperson.

Planning an E-mail Marketing Program

Creating a e-mail marketing program starts with determining the target market and objectives. In other words, who you want to contact, how do you want to help them, and what you want them to do next.

While e-mail marketing can be used to support offline marketing activities (such as calling your 800 number), its best use is to bring people to your Web site by including links to specific pages on the site. This can be done with a short synopsis of an article or a product description next to a link that takes readers directly to a Web page. Clicking the link in an e-mail, called a “clickthrough,” can update each reader’s profile to indicate interest in the article or product.

No other marketing medium compares with e-mail for immediate response to a promotion and the ability to track results.

Measuring Success

While the cost of actually distributing e-mail messages is very low compared to other marketing activities, it’s still important to test e-mail marketing campaigns and track results so you can measure and refine e-mail marketing activities. Even recipients of requested e-mail will only accept a limited number of messages from a company before becoming frustrated — so it is critical to track results to quickly learn what works and what doesn’t.

Most activities related to e-mail and Web marketing can be tracked, and it’s this feedback that makes it possible to determine what works and what doesn’t.

When using an in-house list, be sure to track mailings to customers separately from mailings to non-customers who subscribe to your newsletter. For e-mail newsletters we’ve seen the clickthrough rate for customers can be twice that of non-customers.

Until recently, e-mail messages were delivered in text format only, but that is changing. HTML messages heighten the visual impact of a message by using special formatting and images in newsletters, and many subscribers are choosing to receive HTML newsletters instead of text format. This not only makes newsletters easier to read, it also increases the clickthrough rate.

Relationship Marketing via E-Mail

One benefit e-mail marketing has over Web marketing is the power to deliver each message with personality. Most Web sites are written in “brochure style.” It’s appropriate to establish the size and stability of the company because it reduces concerns about dealing with the company. However, once those initial concerns have been reduced, it’s time to put some personality into marketing and sales activities.

Successful field and telephone salespeople let their personalities demonstrate that they are real human beings. It’s important to do the same in e-mail marketing because recipients are accustomed to receiving e-mail from individuals — friends, family and people with whom they work.

Traditional catalog companies learned many years ago that adding a brief personal message from the president increased response. Create the same impact in direct e-mail marketing by including a message from the newsletter editor, a top executive, or an enthusiastic product manager.

In addition to the choice of writing style, relationships with customers can be enhanced through using “personalization” software. By using profile data about each subscriber, the actual text of each message can be tailored to match the interests of each recipient.

For example, Providence College, Providence, R.I., uses both Web and e-mail personalization in marketing the school to high school students. Profile information supplied by students visiting the Web site, such as their high school and a potential major, is used to provide information on the Web and in e-mails about events near their home. The e-mail newsletter also automatically includes messages from faculty and student volunteers based on each individual’s profile information.

The relationship-building techniques used in the Providence e-mail newsletter are part of an integrated, personalized marketing effort by the school to help potential applicants learn about the people they will meet on campus. This familiarity with the people at Providence makes prospective applicants more comfortable in making a decision about applying.

E-mail marketing techniques can increase Web traffic, gain awareness, and generate revenue at a very attractive return on the investment.

Getting Started with E-mail Marketing

It’s relatively easy to begin using e-mail marketing through the use of an e-mail hosting service. One of the first steps is to select a hosting service that matches your service needs and budget (see sidebar). Then, design a subscription form for use with your Web site that collects names and e-mail addresses. The form will likely be hosted at your e-mail hosting service but will use the graphics and design of your existing site. This maintains your corporate image without having to involve your IT department to add a database or the other technical functions handled by an e-mail hosting service.

In addition to collecting subscriptions on your Web site, you should also involve your salespeople to collect e-mail addresses from existing customers and ask prospects if they can be added to the newsletter list, too.

Then, it’s a matter of developing short articles that show prospects how they can benefit from using your products and articles aimed at customers that show how to obtain greater benefits from products already purchased.

With the help of your e-mail hosting service, you’ll be able to contact prospects and customers more frequently and more efficiently. In addition, you’ll be able to track how well your e-mail marketing helps turn leads into qualified prospects, and how it helps your salespeople turn prospects into customers.


Case Study: Personalization Delivers Personality for Providence College

Selecting a college can be one of the most challenging tasks a high school student faces. From the time a college-bound student begins to think about higher education, brochures and catalogs fill the family mailbox.

When one college library starts looking like all the other libraries, it’s time for a little personal attention to prioritize the options. For Providence College, Providence, RI, personalized e-mail helps them tailor the message to their target audience — students seeking a New England liberal arts experience.

Their personalized Web site collects profile data about a student’s interests, potential major, and other aspects of college life. Then, e-mail messages tailored to each student’s profile help build a relationship as students gather information and make a decision about applying to colleges.

“Our e-mail and Web experience lets us tell our story over time to help them with their application and selection process,” says Brian Williams, Associate Dean of Admission.

When it comes to collecting e-mail addresses, Providence combines the Web with traditional direct mail. “If a student shares an e-mail address on our Web site we send out a personalized welcome e-mail message and encourage the student to sign up for our newsletter and create a personalized profile on our Web site,” says Williams. In addition, e-mail addresses are part of the information provided by outside agencies. Providence uses traditional postal mail to send a form requesting permission to send e-mail to that account.

Since moving to personalized Web and e-mail, Providence has seen the number and quality of applicants increase dramatically. They use the Web and e-mail software in an integrated Web and e-mail environment. “We use a Web-based content management system for the creation, editing, and delivery of our Web and e-mail communications,” said Williams. “Our goal is to allow our entire campus community to participate in creating our newsletter. This lets readers see themselves as a student here and decide if they would be happy here for four years. And, the system makes creation and delivery of this personalized experience an easy, fast process for our admissions team.”


Checklist for Selecting an E-Mail Hosting Service

Each e-mail hosting service has a different set of capabilities and fees, so it’s important to know which features you need to accomplish your marketing and sales goals. In evaluating e-mail hosting services, be sure to ask if they provide the following list of features and capabilities:

  • Maintain a database of subscription and interest data, not individual mailing lists
  • E-mail as many review copies of newsletters to editors as necessary prior to publication
  • Provide personalization based on each subscriber’s interest profile
  • Track clickthroughs in real time to monitor response to articles and offers
  • Provide Web and e-mail survey capability
  • Provide Web product registration capability
  • Enable Web-based management of the service and reports
  • Automatically handle unsubscribes and bounces
  • Provide for both newsletters and lead collection
  • Send both individual newsletters to subscribers and an ongoing campaign of messages to leads

Cliff Allen, cofounder of SureToMeet, president of Coravue

i-biz-networking-skills

Customer loyalty is one of those elusive qualities that every company strives to achieve. While many companies have repeat customers, very few attain the goal of having customers that rave about their products and services.

One reason companies have a hard time achieving a high degree of customer loyalty is that they misunderstand why customers are loyal. And they use incentives and promotions in ways that don’t actually motivate customers to be loyal.

Loyalty Programs

Many times, marketers think loyalty programs and incentive programs are synonymous, but giving customers a discount or gift is just one way we can earn their loyalty. Understanding your customers’ various buying motives allows you to tailor a loyalty program so it’s a win-win.

Many marketers and salespeople are quick to cut prices to win customers because it’s quick and easy. Who wouldn’t like a price cut? However, savvy managers know it’s best to hold off lowering the price to ensure that a discount is actually required to motivate customers to make a purchase.

Salespeople have done this on a case-by-case basis since salesmanship was born. Retailers started using one of the best-known incentive programs in 1896 when S&H Green Stamps became available.

When American Airlines started the first frequent flyer program in the 1970s, the premise was “If you like flying for business, then you’ll love flying for fun.” Times have changed, and today it’s common for frequent flyers to be members of several programs.

So, how much loyalty do these frequent flyer programs generate if it takes a special web site or software just to manage the reward? It depends on how much traveling you do, which cities you frequent, and a number of other factors.

Incentive Programs

On the web, incentive programs such as MyPoints and Netcentives have become popular with some consumers because rewards can be earned quickly through multiple merchants. In addition, the S&H Green Points program will offer web merchants and consumers the familiar S&H Green Stamp brand of incentives.

But instead of offering incentives to every customer without regard to their profile, look at your marketing objectives and then use these tools to motivate customers to help you achieve your objectives.

For instance, take two components of a customer’s profile: how often they purchase and the size of their order. It’s easy to identify customers who place small orders often and customers who make occasional large purchases. Both groups can be motivated to shift their purchases from a competitor to you by providing incentives based on their profile.

Trying to get customers who make frequent purchases to buy even more frequently is probably not possible. So, the objective for this group would be to increase the size of their orders.

Likewise, trying to get customers who make large purchases occasionally to increase the size of their orders would be out of the question. Instead, the objective would be to motivate them to buy more frequently.

A generic discount or points reward system is not necessarily the best way to achieve these objectives because it doesn’t reward the customer for taking the desired action.

It doesn’t take a complex personalization system to make this work. First, segment customers who should receive different incentives. Then, e-mail the different groups and track their click-through back to the site and their purchases.

For customers who make large but infrequent purchases, you might offer a discount on any size purchase made within, say, 60 days. Customers who make small purchases about once a month could be offered a discount on any order that amounts to several percentage points over their largest order.

While these promotions are aimed at most repeat customers, there is another group that deserves special attention. So, what do we do for those customers who make frequent and large purchases? Thank them!

Nurture Loyal Fans

It’s customers like these who buy frequently and bring up the average order size. And, it’s customers like these who you want to feel special about your company because they are your loyal fans.

These people will go out of their way to tell others about your products or services. Would an ordinary incentive program motivate these people to spend more? Yes, but there is more potential in recognizing that these customers may be more motivated by non-monetary rewards. Try including their testimonial on your web site or inviting them to be part of a customer advisory council.

These fans treat their relationship with the company in a special way. They demonstrate their loyalty with their money, their mouths, and their e-mail.

You’ve probably had the same experience that I had recently when a friend raved about a particular web site. During lunch he told me about how  wonderful greatSmarterKids.com is.

He mentioned their referral program, where by having their site send me a $10 discount coupon, he also received a $10 discount coupon. After lunch, I received a personalized e-mail he initiated on their site which included a special URL that would give me a discount, and I knew he would soon be making another purchase to save $10.

While this particular program isn’t aimed at specific customer segments, it does provide customers with a way to share their enthusiasm for the company and receive a benefit at the same time.

Many times marketers talk about one-to-one marketing as if it were just segmenting a market into very small groups, then tailoring the marketing communications to those groups.

True one-to-one marketing goes beyond that by recognizing that we’re building a relationship with individuals. These are people who deserve our loyalty by our listening to their needs and desires, then looking for special ways to treat these loyal customers.

Tips for business networking

Many organizations add networking events to their programs to encourage members to meet one another and build relationships. These networking meetings can be as small as 10-30 people or as large as 300-500 people.

Unlike small networking meetings where each person can easily visit with all attendees, large networking events present a special challenge for event organizers: How can we help attendees meet appropriate contacts when the room is filled with hundreds of people?

It’s impossible for anyone to meet every appropriate contact at a large networking meeting, so it’s important for the meeting organizer to create opportunities for everyone to meet appropriate contacts.

The challenge is not just the size of the event, it’s also the diversity of interests among attendees. There are a number of reasons why people attend networking events. These include:

As networking events have grown larger, these groups have a hard time finding valuable contacts at large networking events.


Improving Connections at the Event

To help attendees overcome this problem, an event organizer needs to make it easy to connect with compatible people. Two of these techniques are to:

  • Identify each person’s interests on their nametag
  • Provide locations throughout the meeting room for each interest

Some event planners identify an attendee’s interests on their nametag. This can be done by using a different colored dot for each interest. As an attendee moves around the room, it’s easy to spot the colored dots representing their interests, which makes it easy to identify who to approach.

However, some people do not want to be labeled as a job seeker or salesperson because it keeps other people from wanting to talk to them. Also, people who are especially desired, such as job recruiters and investors, attract so many people that they cannot easily network.

This makes the use of tall signs throughout the room much better because people can move through each section of the room without necessarily indicating a strong interest in that particular topic.

When it’s not possible to use tall signs, consider using colored helium filled balloons, with each color indicating a different interest. The difficulty here, of course, is letting each attendee know which color represents which topic of interest.

Electronic Networking Before and After the Event

In addition to helping people connect during the event, it’s also helpful to provide ways for attendees to connect electronically prior to an event to plan connections. This can be done by using a Web based RSVP system such as SureToMeet.com that allows people to make their profile available to others interested in attending the event.

One problem with trying to connect with specific people during a networking event is not knowing whether they are actually there. One technique that networking event organizers can use to help attendees is to suggest that each person post their business card on a large bulletin board. Then, as each person arrives, it’s easy to scan the bulletin board and see who has already arrived.

If you’re unsure of the interests of the people expected to attend, you can ask attendees which interests should be available on signs or other indicators at the event. This can be done by using an RSVP system, such as SureToMeet.com, that allows people to enter a note or comment along with their RSVP.

Even the best networker cannot meet every attendee who was appropriate for them to meet. To help attendees obtain additional value from the event, an RSVP system should be used that allows attendees to connect electronically with each other after the event. For example, SureToMeet.com allows attendees to provide their profile to each person at an event so they can contact people attending the event. This makes it easy to follow up on connections made during the event.

Increasing the Value of a Large Networking Event

Networking has become an important part of building a career or a business, which means that networking events will become larger and more valuable to attendees.
As the size of your networking events grows, so does the need to create opportunities for making connections quickly and easily before, during, and after each event.

These techniques can help attendees make a large networking event much more valuable — and increase the loyalty that attendees have for the event.


Cliff Allen is the co-author of the book One-to-One Web Marketing; 2nd Ed., published by John Wiley & Sons., and was co-founder of SureToMeet.com.

 

Market researchers at the University of Massachusetts Amherst say a generational cohort is emerging from the group known as the Millennials and the change is coming in response to cataclysmic events that have occurred since 2008.

The Great Recession as Pivot Point

The Great Recession appears to be a defining moment for this group of younger Millennials, say the UMass researchers. The team includes Charles D. Schewe, professor of marketing, Kathleen Debevec and William D. Diamond, associate professors of marketing, and Thomas J. Madden, professor of marketing at the University of South Carolina. Their latest research finds that younger Millennials are beginning to exhibit different values on several dimensions than older Millennials, suggesting a splintering of the Millennial cohort and the potential emergence of a new cohort, a younger “entitlement” cohort.

Younger Millennials

Younger Millennials appear to be more pleasure-seeking and possessing a greater sense of entitlement than older Millennials, the team says. The severe economic downturn does not appear to have instilled the value of thrift and simplicity among younger Millennials, but rather the desire to enjoy life and make the most of it, the researchers say.

This may be because today’s late adolescents are more sheltered and removed from the economic realities of adulthood and they may be choosing to offset the effects of the bad economy by deciding to enjoy their life and satisfy their desires and not focus just on their economic needs, Schewe and his colleagues say.

They also say that the Sept. 11, 2001 terrorist attacks and the national response to them don’t seem to be one of the long-lasting impact events for older Millennials. “Because that only happened in specific places – New York, Washington and Pennsylvania – places not all Americans identify with, it hasn’t had the same impact as the poor economy, which hits everyone, everywhere,” Schewe says. “It seems that 9/11 was more of a television event, while the recession is a reality.”

Generational Cohorts

The concept of generational cohorts says that groups of people develop a different and distinct set of core values for their entire lifetime that are formed by so-called “coming-of-age experiences” that occur between the ages of 17 and 23, Schewe says. The “defining moments” often are dramatic: wars, political dislocations, assassinations or economic upheavals. The Great Depression, Pearl Harbor, the assassination of President John F. Kennedy and the turmoil of the Watergate scandal are examples. For the Millennials, the defining moment seems to be the wide-scale advent of the Internet in 1995. Many Millenial values today can be traced straight back to this lifestyle-changing event.

Millennials: Born after 1981

The Millenial generational cohort was born after 1981. They are the children of the Baby Boomers and the younger siblings of the Generation Xers. They are the largest cohort, numbering about 75 million, after the 78-80 million Boomers.

The values most strongly differentiating the younger and older Millennials were “piety” and “thrift.” The new sub cohort of younger Millennials is less thrifty and more secular and sexually permissive than older Millennials, the researchers say. They are also less patriotic and less concerned about politics, sustainability, saving and making mistakes in life.

Values of Entitlement and Live for Today

This would suggest that they have internalized the value of entitlement and are a new market segment with different values than those ascribed to Millennials. If the new job market for college graduates continues at its dismal pace, the soon-to-be graduates could very well return home to parents and languish in temporary jobs that do not produce a strong career path. Future research should also explore whether today’s non-college 20-year-olds, who are now in the workplace, “live for today” or whether they value thrift and living simply comparably to the older Millennials.

The Older Millennials

In general, the Millennials are identified as extremely techno-savvy and they believe their use of technology is what sets them apart from other generations. They have grown up with the Internet. They are characterized as ambitious and success driven, global in their perspective and very community-minded; they want to make a difference in the world. They are entrepreneurial and quite self-reliant. They are ethnically diverse and tend to accept diversity in their world. They also respect institutions and enjoy working with their friends as part of teams.

Are you always on the lookout for a good book or article on networking techniques? Here’s one we spotted: Never Eat Alone by well-known networker Keith Ferrazzi,  a “how to network” book — tips and techniques on how to grow your contact network.

It’s a pleasant surprise to find that it’s really about growing relationships — mostly business relationships.

Networks vs. Relationships

You might wonder why there’s a distinction between networking and building relationships.

If you’ve ever been to a networking event and exchanged business cards with someone, only to never talk with that person again, then you were networking.

However, if you’ve had continuing interaction with that person — perhaps working on a project together or referring business to each other — then you have developed a networking contact into a relationship that will hopefully continue to grow and be valuable to both of you.

In Never Eat Alone Ferrazzi explains the value of having access to people who can help you succeed. One of the keys to obtaining access to influential people is “reciprocity” — making sure that over time the relationship benefits both people. Sometimes you’ll need the other person for assistance, and sometime later the other person may ask you for help. The key is that neither person “keeps score” trying to equalize the amount of help each person gives the other.

Check Your Compass

A key aspect to developing a mutually beneficial connection is knowing how you and the other person can help each other.

This requires that you have a clearly defined mission, or general direction, that you’re heading. Those of us who work independently sometimes think we need to be very specialized and focus on doing one thing so we can have one “brand image.” However, networking only within a specialized area limits the range of people you meet.

Although I’ve worked in technology, advertising, media, sales, and other areas, there is a common thread to what I do: help business people communicate with customers better.

So, instead of being concerned about people thinking I lack career focus, I prefer to look at my overall “mission” or “purpose” that guides me in a general direction.

In other words, you don’t need a AAA road map with the complete route highlighted. But it does mean you need to check your career compass frequently to make sure the relationships you create will help move you in the right general direction.

Build It Before You Need It

Relationships take time to nurture. You need experience in dealing with another person so you’ll know how you can help and support each other.

This is why it’s important to build your network of contacts before you need to ask a contact for help or a referral.

It may be years before you need (or can help) someone in your network. This means it’s important to take good notes so you can later find a person’s information when you need it.

You may have heard a person described as having a “Golden Rolodex,” meaning they’ve collected contact information on a large number of valuable contacts. The use of paper-based Rolodex cards has declined in favor of contact management software (such as the contact manager in SureToMeet), but the objective is the same — you need to be able to quickly and easily retrieve contact data about the people in your network.

Food Builds Relationships

The title of Ferrazzi’s book, Never Eat Alone, might lead you to believe that taking customers to lunch is the key to networking. Yes, lunch with prospects and customers is great. But he actually focuses part of the book on a different meal — dinner.

He tells several stories about how dinner parties became a key part of his networking strategy. He explains exactly how to have a dinner party that’s not only fun for everyone, but helps you accomplish your networking goals.

This is one of the techniques I’ve gleaned from his book and put into practice. I’ve hosted a number of small dinner gatherings recently, usually at restaurants convenient for everybody in the group.

One of the purposes of the gatherings has been to introduce people who don’t know each other. It’s amazing how often people are interested in meeting new people over dinner.

Online Networking vs. Face-to-Face Networking

In the past few years a number of social networking Web sites have sprung up. LinkedIn and Ryze are probably the two best sites for online business networking. The challenge in using these sites is what to do after you’ve identified a potential contact. Do you use that Web site’s messaging system to introduce yourself? Do you contact them directly? Unfortunately for many people, these connection sites don’t work as well as users expect.

I’ve met many people online in discussion groups and forums, and have enjoyed those conversations. However, the most beneficial of those relationships included meeting them later face-to-face.

While face-to-face networking usually produces greater results than just interacting with someone online, the ease of online networking makes it a terrific technique, too.

In fact, for most people, face-to-face networking is easier to do and has greater (and more lasting) results than online networking. I’m confident that over time we’ll see more people benefit from online networking. But for now the question is how to meet people face-to-face who can become a valuable part of your contact network. This usually means attending events where you are sure to meet like-minded people — people who share your interests and passions.

In Never Eat Alone Ferrazzi details the strategies he uses to meet the people he wants to meet at events and conferences. For face-to-face networking like this, the event calendar sites (such as SureToMeet, of course) can help you find events where you can meet the people you want to meet.

Food for Thought

If you’ve gotten tired of networking because it didn’t seem to work, or if you’re looking for ways to turn your contact network into a valuable resource, pick up a copy of Keith Ferrazzi’s book Never Eat Alone.

It’ll provide the “why” of networking that’ll help you make better use of those “how to” networking books and articles that we’ve all collected.


Cliff Allen is the co-founder of SureToMeet.com. He is the co-author of the book One-to-One Web Marketing; 2nd Ed., published by John Wiley & Sons.

Amy Cuddy’s TED video provides great insights into the art and science of body language and communications for success in business and life.

Networking skills include body language when you meet prospects, colleagues and your clients. It’s important to observe how you are communicating your inner messages, as well as your verbal ideas.

10 Body Language Tips

Forbes provides 10 simple and powerful body language tips that can boost your confidence in face-to-face networking and meetings.

Research from Harvard and Columbia Schools shows that holding your body in expansive “high power” poses (standing tall with shoulders pulled back, widening your stance, spreading your arms to expand into space) raises testosterone (the hormone linked to power and self-confidence) and lowers the levels of the stress hormone, cortisol. This hormonal effect is actually reversed, the researchers discovered, when you contract yourself physically, (hunch your shoulders, tuck your chin down, etc.) assuming postures that make you look defensive and lacking in confidence.

Other tips include how to spot a liar; using a smile to make difficult tasks easier; sending early engagement signals to reach an agreement; how to encourage collaboration; when to hand out your business card; why you need to curb your enthusiasm at times; how to defuse a tense situation with your body posture; how to exit with a “seal the deal” impression, and how to engage your team to help you improve your body language expertise.

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