When I worked with Midas Canada in the late 90’s, Al Martin in Newmarket was the top franchisee in Canada. His business thrived because he was great at asking for the business, asking customers how he could improve their service experience and making sure that all team members shared his vision, passion and commitment to customers care. 

Another franchisee that did very well was Dave Tichowsky in Lloydminster. He was a tough guy to work for and had neither the time nor the inclination to deal with anyone associated with head office. (Un) fortunately that was my job: address local dealer and co-op advertising needs, and assure all franchise that the national advertising program will make more dollars for them and more sense to customers. At regional meetings Dave tended to be loud, gruff and uncooperative. So when it came time to call Dave and tell him I needed to come for a visit Dave told me “stay where you are and don’t waste my f - - - time!” Not one to pass up an opportunity to see the country, I went anyway, telling Dave’s assistant what day I would fly in and at what hour I expected to arrive. Because of a local ice storm I arrived by bus, instead of by plane – over six hours late, tired and embarrassed, thinking that this is just what a guy like Dave expects from a stupid easterner like me.

The first thing Dave Tichowsky did is hand me the keys to one of his courtesy vehicles and direct me to a good restaurant where I could rest up, eat up & warm up.

When I got back to Dave’s shop he and his team were busy – so I went into the service bays, picked up a broom and swept each one clean.

Maybe because Dave showed me a side I didn’t expect to see, and I showed him gratitude in a manner he didn’t expect to see in me, Dave and I mentally “moved a common ground”: one that was neither his, mine or some contrived compromise.

We spent the balance of our time together talking about how he had built his business one customer at a time – calling everyone in the Lloydminster phone book and asking if he could care for his or her vehicles. He also explained to me why he believed that the new national advertising campaign would ruin his market. I agreed with him, went back and convinced Midas Canada to allow me to “buy around” Lloydminster TV and give Dave a local radio buy instead. Dave was delighted. Midas Canada was delighted and Ogilvy had another shining example of how well we knew and could manage their business.

What I re-learned then and am reminded of now is that the ‘common ground’ that Dave Tichowsky entered into with me enabled us to address issues and opportunities with clarity and integrity. And that encouraged me to come up with creative, yet practical solutions that made sense to all stakeholders – especially the customers.

My experience with people like Dave has taught me to do my homework in order to ensure that my solution works short and long term. That involves finding a common, objective ground where I can work objectively with all stakeholders.

On most days Charlie and I go for a long walk with Toby, my neighbor’s poodle, return for a quick breakfast and head off to my office – 15 feet away. What began as an experiment has become my preferred way of life. My days start just before nine and end around six. I support two ad agencies and a few direct clients with a few tools that help me eliminate the distance between myself and those I support. He’s my tool-box for success:

1. A Jabra™ GN2100 headset + USB link that optimizes skype or G-talk fidelity. About $200.00
2. A Panasonic™ KXTCA400 headset (about $40.00) that plugs into my four cordless handsets ( about (about 180.00)
3. A Large format PC laptop + a desktop monitor as well as a Mac with all the popular programs.
4. Black and White as well as Colour printers.
5. A three-way redundant file backup: Hard-drive, thumb-drives and cloud.

I have more productivity tools per square meter in my current (home) office than I would if I worked for the companies I support. And since I spend more time at my desk (and less time walking around) I also invested in top of the line ergonomics including:

• A state-of-the art chair by Ergohuman™
• A 1960’s era Steelcase™ (height and tray-depth adjustable) computer table with new surfaces.
• Gel pads for my Logitech™ K120 keyboard, and Microsoft™ mouse.

I’ve worked with these tools about two years now and they enable me to attend production meetings, direct and manage account and creative teams, direct radio recording sessions, manage multi-location clients meetings. Importantly, I do it all with the confidence that comes from knowing that my 1^st class thinking is being supported with 1^st class communication tools and accessories that help my clients experience my presentations and my recommendations as if I were there.

When my father, a Cabinet Maker by training, taught me to invest in and care for my tools, he was referring to the tools I used to repair my apartment and then later my house. I’ve applied the same lesson to the tools I use in my vocation.

Home alone, there for you, and loving it.

A long time ago we were in Kenora and my son asked to go to the local A&W. That day we started a unique ritual. We’d order their Root-Beer Milkshakes with French Fries. Then we’d grab a booth and watch the world go by while we dipped each fry into the thick root-beer flavoured milkshakes.

That ritual created a bond between Ian and me, A&W and Kenora.

The experience contributed to the intangible brand essence that makes it more durable & desirable.

When traveling alone or with my wife I’d be drawn to A&W – looking for that root-beer milkshake – looking to stoke the flames of my memories and my ritual with Ian.

Last Saturday Ian, Michelle and I dropped in to the A&W in Kenora looking for Root-Beer Milkshakes with French Fries. A cheery little CSR advised us that they didn’t have any milk-shakes. “The machines been broken for a few years now”.

In that moment I lost that loving feeling and A&W lost my loyalty and a bunch of future business.

But I’m just one customer. Right?

Wrong.

Brands build market share one relationship at a time.

Brands lose share one relationship at a time.

I was conditioned to “going back to school” for 17 years. Friends of mine who are certified professionals like doctors and lawyers were conditioned for another ten.

Towards the end of my summers (in Toronto) the Canadian National Exhibition (a.k.a. CNE) would flare up for 10 days and then shut down again.To Torontonians the opening signals the end of summer”.

For all ages and brands “back to school” signals a change of season and a change of reason for positioning your products or services. Here are a few examples to consider:

• If you’re selling summer camps for kids, your season is over. But it’s the perfect time to sell empty nesters like me on a quiet yoga retreat in the now silent (and mosquito free) woods.
• If you’re selling schools supplies of any kind, this is your time. But remember who’s often paying the tab, and who wants to keep up with the younger generation. Speak to students and give the parents some cool tools to play with as well.
• Many businesses return to “regular hours”, and withdraw the sense of freedom that comes with “summer hours”. So help your customers with their transition into Fall with a few fun filled “Lunch ‘n Learn Sessions”.

The challenge for your business is to identify genuine intellectual, emotional or seasonal reasons to reach out to your customer base and ask them for their business.

• REASON: a “Back to School Event” makes sense for stores that sell schools supplies, computer equipment, clothing and dorm furniture.
• SEASON: an “End of Summer Inventory Clear out” makes sense for stores that sell their inventory by season.
• INTELLECT: Can you appeal to your customers’ ego with a “sneak preview” of the fall line of fashionable clothing, cars, or new performance enhancing services? Remember – while this is not a “Fall” event, it does lead into Fall.

 As you all know, I’m not a fan of sales per se because in an inelastic market they simple drive down the value of your product or service, give you tomorrow’s customer’s today (at a higher marketing cost and lower profit margin), and do nothing to increase market demand for your products or services.

I much prefer these techniques:

• Giving loyal customers, not strangers, the 1st chance to buy end of season products or services at a reduced rate justified by their loyalty.
• Giving loyal customers, not strangers, the 1st chance to see, examine, buy, order the new fall products or services.
• Giving additional time with the purchase of your service.
• Giving additional value with purchase of your products.

Remember:

Price is what you talk about when you have nothing else to say. Strong brands have lots of success stories to tell and lots of people that love them and refer them.

Among strong brands “price” is NEVER in the top 5-7 reasons to buy or decline the brand.

Except in Winnipeg.

These GMC motorhomes were produced by the GMC Truck & Coach Division of General Motors for the 1973 through 1978 model years in Pontiac, Michigan. It was the only complete motorhome built by a major manufacturer producing what GMC hoped would be their halo vehicle. Part of the reason this vehicle is so different from other motor homes of the era is that it was not conceived as just a "camper," but as a vehicle for comfortable travel as well. The design was radical for the day with front-wheel drive and a low profile, fully integrated body. We met this group of four motorhomes in the Upper Peninsula en-route from Vancouver to Texas via Newfoundland; a three month tour.

I’ve called this blog entry “Brand Love Management” because of the fellow laying under the 1^st coach. He’s far more than a mechanic. His knowledge and enthusiasm enables all the others in this group to travel across North America with confidence despite the fact that these four vehicles are between 34 and 39 years old (in 2012). With-out him the initial “love affairs” would have soured shortly after the vehicle’s short warranty period ended.