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Facebook vs. Social Media Marketing and More Questions for January

Plus what to look for in a consultant.

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What’s better for marketing: email or social media?

Studies have shown over and over again that email is a stronger direct marketing tool than social media. Consider these numbers from OptinMonster based on research carried out between 2016 and 2018:

  • 91% of people check their email daily compared to 57% who check their Facebook account.
  • 77% of consumers say they prefer email for permission-based promotional messages compared to just 4% for Facebook.
  • 66% of email users have made a purchase as the result of a marketing message from email compared to 20% for Facebook.

The most telling statistic though has to do with control of your message: Email will typically reach more than 85% of the people you send it to, whereas Facebook’s organic reach has declined to about 1-6%, depending on your total number of followers.
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These are big differences and underscore that people are much more comfortable doing business via email than social media, but they don’t mean you should close down your Facebook account. They do mean you should recognize the different benefits of the two channels and utilize them accordingly. Social media sites, in general, are more casual and can help build brand awareness, reach very specific customer segments, and foster and create communities. Social media is also a great of way building your database of email addresses through contests and other activities that require audience participation. With social media generating leads but not necessarily more business, it’s thus important to combine both email and social media marketing efforts to get the maximum return.

I was thinking of rewarding my staff with shares in the business as a way to motivate and keep them. What should I look out for?

First thing to look out for is that you’re not literally giving away the store. There is a tendency for both owners and employees to undervalue shares in a business. “Resist the urge to give your stock to anyone unless it is for estate-planning purposes,” says Greg Crabtree, a CPA and author of Simple Numbers, Straight Talk, Big Profits. “My experience is that stock starts to have real value only when money changes hands.” So, if your employees wouldn’t pay cash for the shares or you can’t justify the value of the stake as part of their wage, you are just being charitable, Crabtree says. Keep in mind too that the employee will have to pay tax on the value of the stock distribution or you will have to withhold taxes. And should the employee leave, you may well have to pay them out at the market value of your business at that time. As shareholders, in theory, they also have a say in how the store should be managed. In short, cash bonuses usually motivate people better.

What should I look for in a consultant?

The first thing is someone who is ready to offer a tailored program to your situation. Beware of “formula” peddlers that don’t seem all that interested in the specifics of your business. Similarly, some consultants will claim to be able to overhaul your entire business, from the sign a top the building to the very bottom of your bottom line. A better approach is to identify the areas where you most need help and to look for someone who specializes in those areas, be it staff management and training, store management and finances, marketing, or store design. The other thing to remember is that once they’ve delivered their advice or program, many consultants like to move on. If it’s hands-on, day-to-day help in an area like boosting your sales performance and closing rates you need, you might be better off with a seasoned sales executive, hired on an interim basis.
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Is there a rule of thumb on using vendor displays?

There are times, says display expert Larry Johnson, when it makes sense to use vendor-provided collateral, such as when customers ask for the line by name (“Can I see your Maui Jim frames?”), or when the display has some feature or information you can’t re-create in your own setup. But more often than not you won’t get the seamless fit that top-notch visual merchandising demands, says Johnson, listing mismatching colors, overbearing logos and “displays that are too big for the amount of business you expect them to generate” as some of the problems he’s seen in such situations. Good display is all about balance, focus and restraint, and an ad hoc approach will rarely work. “Sometimes free can end up being very costly,” Johnson says.

I just caught an error in the bonuses we paid out to staff for the holiday period. It comes to over $1,000. Should I ask for the money back?

It is a lost cause — even if you could collect, the impact on morale and productivity would be a killer. Instead, you could explain what happened and that you plan to treat the payments as interest-free advances against next year’s bonuses. That way, you should eventually recover most of the overpayments without demanding staff find money that’s probably already spent.

Since launching in 2014, INVISION has won 23 international journalism awards for its publication and website. Contact INVISION's editors at editor@invisionmag.com.

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Ask INVISION

Stop Setting SMART Goals, Set Vague Ones and More Questions for February

Plus how to handle suspected shoplifters and under-performing salespeople.

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After reviewing my sales team’s performance for the holiday season, I found I have one who underperformed hugely. She’s a lovely person but her numbers just don’t improve. Do we just persist with training?

It sounds like she has the right attitude and work ethic to succeed, just not in sales. Almost anyone can learn how to describe a product’s features (the knowledge), they can even learn how to ask the right open-ended questions to elicit a customer’s exact needs (a skill), but they’ll never learn how to push that prospect to get excited about a particular pair of glasses or a new vision technology and to commit at exactly the right moment. That is a talent some people just seem to be born with, says Marcus Buckingham, a leader of the play-to-people’s strengths school of business management. And besides, if she’s the worst performer in your store, she can’t be enjoying the work. It’s time to go your separate ways.

How do you suggest handling someone who is shoplifting in my store?

It’s good you’re asking; this is definitely an area where you do not want to be winging it, says Elie Ribacoff, president of New York-based Worldwide Security. Your policy on handling a suspected shoplifter should be part of your store or practice’s manual and developed in consultation with a qualified attorney, or local police to ensure laws are followed and that prosecution is effective. State laws vary but as a general rule suspicion is never enough — you need to observe the crime take place. As for confronting the person, there are obvious risks in confronting shoplifters. They may be violent, armed or working as part of a gang. And then there are the legal risks of trying to detain someone. As a general rule, it is nearly always better to be a good witness than to botch an arrest, says Ribacoff. Usually, the best approach is to have someone with a cellphone discreetly follow the shoplifter after he or she exits the store, and lead police to them.

Year after year, I set carefully plotted SMART goals for my staff, but we never attain them. Any idea what we’re doing wrong?

To the rational mind, it’s hard to argue with the S.M.A.R.T. mnemonic — Specific, Measurable, Achievable, Relevant, and Timely — when it comes to goals. Except, of course, when it comes to managing humans, it’s best to be wary of anything that gives off the clinical odor of rationality. In the place of SMART goals, we thus propose an experiment for you: This year, try some Vague and Seemingly Irrelevant goals (yep, the sort of targets that can’t even be counted on to form a clever acronym). Clear goals such as “increase sales by 20 percent” can be motivating, but also set extra hurdles to fail at, which can throw the human mind into a tizzy. Vague goals, on the other hand, can be liberating.

As for “seemingly irrelevant,” the key word is the first: “seemingly.” This is management at a higher level. Identify the secret drivers to business success, be it the cheery baristas at Starbucks or the actions in your store that result in a positive review on social media, and you may actually get the specific financial results you desire. In his book The Antidote: Happiness For People Who Can’t Stand Positive Thinking, Oliver Burkeman tells the story of a Formula One pit crew whose members were told that they would no longer be assessed on the basis of speed targets; they would be rated on style instead. Instructed to focus on acting “smoothly,” rather than on beating their current record time, they wound up performing faster.

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Lifting Your Business Out of Mediocrity and More Questions for January

And how to share chores among staff to make sure they get done.

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I have two good candidates for the position of office manager, but I can’t decide between them. Can you suggest a tie-breaker?

Toss a coin and let fate be your arbiter. If they’re both equally appealing candidates and you can’t reduce the uncertainty by doing further research or interviews or trial runs, then your decision doesn’t much matter. That likely sounds like rash advice, but this paralysis you’re experiencing has a name: Fredkin’s Paradox. The computer scientist Edward Fredkin summed it up as, “The more equally attractive two alternatives seem, the harder it can be to choose between them — no matter that, to the same degree, the choice can only matter less.” To be sure, it will probably turn out to have mattered in hindsight, but by then it’ll be too late. Given that you’re unable to know how things will turn out, overthinking this one — or any similar tough choice — is futile.

How do you share the chores among staff fairly and in a way that is easy to enforce?

Store consultant David Geller feels he knows well the issues you’re facing. “Typically, we as store owners, when something isn’t done, pick our favorite person who is always willing to help to do what others should have done,” he says. “It’s not fair.” To create a system that IS fair, he suggests breaking your staff into groups and rotating the responsibilities. “Put some easy chores with some bad ones like vacuuming and cleaning the bathroom,” he says. The people whose names are under the different groups of chores (see table) do them for only one week, and then they move onto the next group of tasks. This shares around the bad and light chores and also makes it easy for the store owner to raise the issue when a job needs doing. “After doing this, I no longer need to complain to a person, I complain to a group,” Geller says.

Tell me, how do I lift my store out of the rut of mediocrity?

It’s said the toughest test of a manager is how they address lackluster performance. The reason is because it’s not so much about issuing dictates and drawing up policy as it is about fostering a culture that accepts nothing but excellence. Indeed, according to work by Brigham Young business school on high-performing teams, peers manage the bulk of the heavy lifting when it comes to maintaining standards. Counterintuitively, it is in mediocre teams that bosses must enforce standards and are the source of accountability. But how to get to that almost mythical land of self-enforced high standards? Joseph Grenny, a social scientist and author of Crucial Accountability, gives four leadership practices that can help: Start by showing the consequences of mediocrity, to connect people with the experiences, feelings, and impact of bad performance. Set clear goals and explain why they are important. “Use concrete measures to make poor performance painfully apparent,” says Grenny. Establish peer accountability so that people feel comfortable challenging one another when they see mediocrity. And be quick to defend the high standards. A chronic poor performer is an impediment to your goals. How you handle this situation will let your team know whether your highest value is keeping the peace or pursuing performance. “When you ask a group to step up to high performance, you are inviting them to a place of stress — one where they must stretch…where interpersonal conflicts must be addressed,” says Grenny. “If you shrink from or delay in addressing this issue … you send a message to everyone else about your values.”

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Promoting Healthy Competition and More Questions for Year’s End

Also, proper staff gift-giving etiquette and getting the most out of staff trainers.

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How do I tease out a prospective hire’s innate strengths and weaknesses during an interview?

Marcus Buckingham, a leader of the strengths-based school of business management, suggests asking this question (and revisiting it periodically if you do hire the person): What was the best day at work you’ve had in the past three months? “Find out what the person was doing and why he or she enjoyed it so much,” he says, adding it’s key to keep in mind that a strength is not merely something someone is good at. “It might be something they aren’t good at yet. It might be just a predilection, something they find so intrinsically satisfying that they look forward to doing it again and again and getting better at it over time.” The theory is that the best businesses are those that fully leverage the strengths (unbridled upside) of their employees as opposed to trying to fix up their weaknesses (never more than incremental gains).

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How can I promote competition among staff without it turning my store into the setting of Lord Of The Flies?

The key to fostering healthy competition, according to new research done by a team at Harvard Business School, lies in how you communicate the competition. When employees feel excited, they’re more likely to come up with creative solutions and new ways to better serve customers. When they feel anxious or worried they might lose their job or be publicly humiliated, they’re more likely to cut corners or sabotage one another. Leaders can generate excitement by highlighting the potential positive outcomes of competition (such as the recognition and rewards that await outstanding performers) rather than creating anxiety by singling out low performers (think of the steak knives scene in Glengarry Glen Ross).

What is proper etiquette for gift-giving in the workplace?

Your watchwords should be considerate, fair, and inclusive. Aim for gifts that can be shared and enjoyed by everyone such as food. (If people have diet restrictions, they can simply pass on the offering without making a big fuss.) If you do decide to give gifts to every staff member, steer clear of knick-knacks. Most people can barely see their desks as it is. The last thing they need is another coffee mug or pen-and-pencil set. Keep it clean. Do not consider gag gifts that rely on sexual innuendo or ethnic stereotypes to be funny. Do not give anything that could remotely be considered intimate. And be generous down the chain. Give your assistant or intern at least as nice a gift as the one you give your manager.

I’d like to hire a trainer for my staff, but I’m worried about the return on investment?

Our reason for existing at INVISION is to make ECPs better ECPs, and we believe professional trainers can help you enormously. To get your money’s worth, focus on two things: 1.) Hard skills. Overinvest in training that helps to increase ability versus motivation. Yes, it’s nice to have your staff leave a training session all fired up, but for lasting results that will give you that return on your investment, focus on small but vital aspects of your staff’s sales skills. It could be when to pause in a presentation or how many features to stress. Break tasks into discrete actions, practice within a low-risk environment and build in recovery strategies. 2.) This is just as important. Follow up. Bring in a trainer, but only if you yourself are willing to buy into their lessons and do ongoing training and reviews.

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