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  • Book Club Discussion - ReWork

AMHF 0067 – Book Club Discussion – ReWork

Book Club Discussion - ReWorkBig ideas from this week’s episode:

  1. The way we’ve traditionally gotten work done has changed.
  2. Companies like ABCI and nonprofits like the Whirly Girls rely on teams of people all over the country and/or world.
  3. The way we stay organized, be accountable, and get things done has also changed.

The book has a lot of great tips for doing business in this new environment!


Transcript – Episode 67 – Aviation Marketing Book Club – ReWork” Coming Soon


AMHF 0056 – Inside the Insider Circle

John and I give a “guided tour” of the Insider Circle!


Transcript  – Inside the Insider Circle



Paula Williams: Welcome to Aviation Marketing Hangar Flying Episode 56. Today, we’re going to talk about what is inside the insider’s circle?

John Williams: [LAUGH] All right.

Paula Williams: So I’m Paula Williams.

John Williams: And I’m John Williams.

Paula Williams: And we are ABCI. And ABCI’s mission is?

John Williams: To help all you folks out there in aviation world help you sell more stuff and products and services. It’s early in the morning.

Paula Williams: [LAUGH] You going to try that again?

John Williams: No, that’s okay.

Paula Williams: Okay, cool. All right, so, we have a hashtag, #AvGeekMarketing, AvGeekMarketing.

And we do reply to every tweet or every comment or every whatever [LAUGH]. We do like it to, we do like to hear what you guys have to say and what questions you have and so on. So, let us know. And that can be Twitter, Facebook, tool of your choice, right?

John Williams: So, you talking to the insiders, or you talking to everybody in the whole world?

Paula Williams: Everybody in the whole world. We actually respond to that hashtag from anybody.

John Williams: Okay.

Paula Williams: Okay? All right, so what does this pin mean? You may have seen this running around NBAA and other places.

There are very few people in the world that wear this pin.

John Williams: I would say less than 1%. [LAUGH]

The Insider Circle - Breakfast at NBAA!

Paula Williams, Shane Ballman, Kasey Dixon, Bryan Pilcher, Lillian Tamm, Jonathan Wenrich, and Katherine Creedy – Insider Circle Breakfast at #NBAA16

Paula Williams: Less than 1% [LAUGH] of the people in the world. Actually, less than 1% of the population of NBAA, and very possibly, I really don’t know what percentage it would be.

But anyway, a very small number of very special people get to witness him. So, what does it mean? And what is the insider’s circle?

John Williams: I think, maybe, you’re going to tell us.

Paula Williams: Maybe, okay, well, the insider’s circle is our tribe of current clients. And we’re lucky enough to work with people who care about the aviation industry and about each other.

So, we’ve provided a set of resources to help our insiders help themselves and help each other. And also, to be able to recognize each other when they see them, right?

John Williams: Uh-huh.

Paula Williams: Okay, so, that’s the purpose of the pin. So, the insiders circle mission is to help aviation inside industry professionals achieve success by selling more of their products and services, and to become the leader of their respective niche or specialties.

So, whether that’s charter, or flight schools, or software, or whatever that is. We want them to, we want to do everything we can to help them be the best one in that corner of the aviation industry, right?

John Williams: Absolutely.

Aviation Sales and Marketing Insider Circle - Join Us!Paula Williams: All right. So, the Insiders Circle is not for everybody.

In fact ,we anticipate that only 1% of the sales and marketing professionals in the industry will ever be part of this group. We’re very particular about who we get to work with. We are lucky enough to be in a situation where we get to choose our clients, and our clients choose us.

We tend to attract people who like the collaboration, and who like the camaraderie, and who like each other.

John Williams: And don’t like Madison Avenue techniques.

Paula Williams: [LAUGH] Right, exactly. So, it works really well for everyone, I think. So, part of what we do is we try to manage the fire hose of information, there’s way too much information about sales and marketing on the web.

A lot of it is good, some of it is garbage. Some of it will do you more harm than good. So, what we try to do filter that through each other, talk about the different books that are on the market. We talk about the different things that we see on the web.

Different techniques that we’ve tried and failed. Different techniques that we’ve tried and succeeded. So, it really helps so that we don’t all have to reinvent the wheel or reinvent hot water every time.

John Williams: And just because a technique fails, doesn’t mean we don’t very carefully try it again in the future.


Paula Williams: Exactly. [LAUGH] It could have failed for any number of reasons, so we usually try more than once before we give up on something. Okay, so, we do have a new here section in the insider’s circle that really goes through the basics of what this involves and what this means and really helps people get up to speed.

But one of the first things that people see is the Marketing Insiders’ Manifsesto, and I’m not going to go through all of the items on this, but basically, it’s really the difference between aviation marketing and retail marketing. Getting Madison Avenue, the Coke’s and Pepsi’s of the world. There’s a lot of things that are different about aviation marketing that we have found since we’ve worked in other places in the world, Fortune 50s and the finance industry, technology industry, education industry and so on.

There’s things are different about aviation, right, John?

John Williams: Completely different.

Paula Williams: Exactly, so, the manifesto is really the things that we have just found that make the biggest difference .So if you remember ten things. If we were to distill everything that we learn and teach into ten things, this is as close as we can come.

John Williams: Let’s hope that it’s spelled correctly on our website. [LAUGH]

Paula Williams: Of course it’s spelled correctly on the website.

John Williams: Not there. [LAUGH] See? It’s early in the morning, I tell you.

Paula Williams: Exactly.

John Williams: [COUGH]

Paula Williams: So, we’re just going to talk about the first one today, and that is Don’t Succumb to Random Acts of Marketing.

This is something that we’ve seen a lot in the aviation industry, right John?

John Williams: Yes [COUGH] yes, excuse me.

Paula Williams: So, what we mean by that is people tend to-

Paula Williams: Default to the easiest way to market their product or service in the aviation industry.

John Williams: They’re this phantom thing out there that call the easy button, and they think they’ve got it and they push it and then that doesn’t work.

Paula Williams: Exactly.

John Williams: That’s because it’s not really there.

Paula Williams: All right. So, some advertising sales person calls them and says, let’s run a full page ad in our magazine, and we’ll give you a really great rate, and they think that’s fantastic. Let’s just do that. But they don’t think through who exactly are they trying to reach?

They don’t go through the process of thinking through their campaign, the list, the offer, the presentation. They don’t go through the, what happens when people see this ad, what do they do next? And am I ready for that, and do I have an outline for the person who answers the phone so they know exactly what to make that person do next to maximize that investment?

John Williams: And some don’t even do that analysis of the demographics that the particular magazine or other product is aimed toward.

Paula Williams: Right, so, there’s so many people that will do either a postcard blast, or email blast, or a big ad, or an appearance in a trade show without really thinking it through, and then they get nothing out of the deal.

And they get really frustrated, and they say, this marketing is complete crap. This doesn’t work.

John Williams: Well, and it is if you execute it in correctly.

Paula Williams: Right, exactly. So, we really want to save our folks from random acts of marketing, and make sure everything that they do is thought out well and has the best possible chance of working, right?

John Williams: Absolutely.

Paula Williams: Okay, so, the very best value I think that comes from the insider’s circle is really the office hours. This is the cheapest way to get custom consulting on your products, or on your projects, excuse me. So, if you decide you want to run an ad or something like that, you can schedule an office hour with us and we’ll work through the list, the offer, the presentation, the demographics of who you’re trying to reach.

All of those things, the next steps from the ad. What should the call to action be? Can you set an outline for the people answering the phone so that they make the most out of that opportunity? All of those things are things that we can help you with.

Or, if you want to look at your website and say, why am I not getting enough traffic? Or whatever situation you have, those office hours are for you. So, you get to set the agenda, and we will help you with anything [LAUGH] In the marketing realm for an hour.


John Williams: Even if you want to figure out how to determine what you get out of a particular campaign or ad.

Paula Williams: Exactly, so, some ideas and examples of how you can use your office hours are to help us, ask us to help you set up smart marketing goals, use us as your accountability partners, you can let us interview you and record it for your blog or about us page.

A lot of times, those audio or video work better than text. Ask us for assistance with your marketing campaigns. Ask us to troubleshoot problems with the campaign or sales process. Have us review an ad or document or a webpage. Have us evaluate a competitor that’s doing something sneaky or nasty or otherwise [LAUGH] causing you problems and help you come up with a strategy.

We also do roleplaying for an upcoming sales call or presentation with us. John makes a really, really good skeptical customer, so if you can do a practice call with him, and you’re set for just about anybody in the industry probably.

John Williams: I’m that bad?

Paula Williams: [LAUGH] That good actually.

John Williams: [LAUGH]

Paula Williams: But yeah, it’s really one of our favorite features that the, of the Insider’s Circle, because we get to know our members really well, and get to know their scenarios, their issues, their priorities and everything else. Okay, so the VIP lounge is actually a private Facebook page that is exclusive to insider members.

And insiders can get and give advice about their current projects, they can network, they can find resources, find buyers and sellers for things that they need. Things that you can do on the Facebook group are just share news and successes. We always like to celebrate those kinds of things.

Use the insiders as your accountability partners for your goals and objectives. Say I’m going to get this done by Friday, and I will post it when I get it done. Then everybody will cheer for you or give you crap if you [LAUGH] don’t do what you say you’re going to do.

Ask the insiders for simple feedback, do you prefer version a or version b? Or how would you improve this ad or this piece? You can also share interesting techniques that you’ve come across or used or ask a question. Has anybody tried this? What results did you get? And the Law of Reciprocity definitely applies here.

The more good ideas and advice you share, the more good ideas and advice you get. We’ve been really proud of the caliber people that are in this group and the help that they give each other is really, really something else. Okay, so, we also have a briefing room.

And this is online. This is for if you can’t make it to one of our live webinars or live events, we put recordings in the briefing room. So, if you need a briefing on how to figure out your Google Analytics, we just put a new webinar out there yesterday.

John Williams: [LAUGH] And then guess what? The next day, Google changed their algorithm.

Paula Williams: No kidding? Exactly, but if you want to know how to use LinkedIn for prospecting, if you want to know how to set up for a trade show, all of those things are different modules that we have in the briefing room where you can find a recording on exactly what you need right now.

Or maybe you came to the webinar six months ago, and you just want to remember what we said, right?

John Williams: Uh-huh.

Paula Williams: Mm-hm, okay. Another thing we have are destinations, and this is like charter flights where you want to not fly yourself. You just want to sit in the back and have somebody else do the work for you.

[LAUGH] These are things that we do for you, maybe setting up your digital marketing, or doing your search up engine optimization, or working with you for virtual marketing and other kinds of things. So, our insiders get priority scheduling, and often get special pricing products and services. And we do that because we like working with people we already know.

We already know your business, we already know something about your customers and your products and other kinds of things. So, it saves us a lot of time, which is why we give you guys priority [LAUGH] if you’re an insider. So, that’s our destination section. It’s a special page on our products page where you get to see some special pricing and priority scheduling for you guys.

Projects, once we have something started, or if you want to see a recording of your office hours and the notes from your office hours, you could go to projects and we use a collaboration software called base camp three, which is actually kinda cool. If you click on this in the insiders page, it’ll take you right to base camp three where you can log in and see the files, see the recordings, see the schedule for what’s coming up next, see the to-dos for any projects that we’re working on together, what do we need to do next, what you need to do next, any notes that we’ve shared, why are we putting those things together and so on.

John Williams: Fairly comprehensive approach to getting your stuff done.

Paula Williams: Exactly, yeah, we really like, well, I really like base count three, I don’t know how you feel about it.

John Williams: Well, let’s just say we have an agreement.

Paula Williams: [LAUGH] What’s that?

John Williams: I [INAUDIBLE] [LAUGH] actually, the input’s easy.

Paula Williams: Uh-huh.

John Williams: It’s, I have issues with some of the other parts of it.

Paula Williams: Right, exactly.

John Williams: That’s just me.

Paula Williams: Technology, gotta love it, right? Okay, so, the Hall of Fame. We interview each of our members and create a highlight page so that members can get to know each other better.

Give and get referrals, link to their pages for search engine optimization, it’s always good to have a page with a good Alexa rank like the ABCI page linked to your website, so that you get the Google juice [LAUGH] is what they call it.

John Williams: [LAUGH]

Paula Williams: Out of the deal.

And then we also put in your contact information to your LinkedIn page, your phone number, whatever it is that your preference is for having people contact you. So obviously, we’ve got the coolest people in sales and marketing in the aviation industry. And we like to have them associate with each other as much as possible, because that’s good for you, and that’s good for us, quite frankly.

The more we all know about marketing, the better we all do, the more money you guys have to spend on marketing. [LAUGH] And really, we do enjoy seeing the successes of our clients as well, so that’s a wonderful thing. The book club, this is kinda my favorite thing, being a nerd like I am.

Usually the first Wednesday of each month, we talk about the book that we read during the last month. And there are a lot of great books out there, that most of them assume that they are retail business to consumer environment, in a large company with a large sales and marketing department.

And frankly, aviation is not like that, we’re usually smaller companies, we have fewer sales, but we have larger ticket sales, we have more complex sales. [LAUGH] There’s a lot of things that are different. So, we can adapt the great ideas from the marketplace and learn from each other about what really works in the aviation industry.

And we invite our members to join us for these book club discussions. Some people like to just read the books and not participate in the discussions. Some people just like to scan through the books using the bookmarks that we use. We actually put bookmarks in the books so that you can quickly identify the bits and pieces that we think are the most helpful for you.

We know you’re busy, but we also think that reading one book a month doesn’t hurt. It certainly can help.

John Williams: One book a month, with respect to marketing.

Paula Williams: One book a month, yeah, with respect to marketing is important as that is. So, book club participants get to introduce themselves and their product or service at the beginning and the end of the program.

And the discussion is broadcast in our podcast and on our blog. So, it’s a nice opportunity to get an introduction, you can do a really brief 30 second pitch for your product or services in these book club discussions, and it’s a great way to let people know who you are and get them familiar with your opinions, your philosophy and your voice, right?

John Williams: Yes.

Paula Williams: All right, so, if you’re not currently a member, you are probably wondering how much does this cost? [LAUGH] And we’ve got a few options here. In our advanced, membership is $79 a month. That does not include the office hours. That’s probably the biggest difference between our levels, but you do get the NetworkingFacebook group, you get the Members-Only Webinars, and the Recordings & Handouts, but you get those online only.

So, this is a great option if you’re overseas, maybe. And you don’t necessarily want to hassle with having things mailed to you, and you want a really low cost option for getting involved with our group and having access to those conversations. Silver is much better, because you do get those office hours, it’s only $200 more, but there is no other way that you can get custom marketing consulting for $200 a month that I know of.

John Williams: Nope.

Paula Williams: At least not from someone that specializes in aviation, so that’s one of the best deals that we have. You also get the book of the month mailed to you with those bookmarks that we talked about, and you also get copies of our webinars, you get the slides, and the handouts and the recordings on CD mailed to you every month.

So, this is kind of our executive program that really makes things easier for you. We really do everything we can to make things easy for our silver members. And then gold members have, also, custom training. So, if you want us to deliver a specific version of our Google Analytics training that we did last week, we would use your website and your Google Analytics to create that webinar and deliver that to your team if you’re in the gold program.

So, it really customizes, it really uses the tools that you use, uses the examples that you use, let’s you ask a lot more questions and so on, and really customizes that to your organization. So, if you’re in an organization with three or five or ten people in your sales and marketing department, and you want custom training and other kinds of things, then the gold program is perfect for you, right?

John Williams: Absolutely.

Paula Williams: Okay, great. So, that’s the Insider’s Circle, we really look forward to talking with you more about that if it’s something that you’re interested in. And in the meantime-

John Williams: [LAUGH]
Go sell more stuff. Zig Ziglar once said that, and of course, America needs the business.

Paula Williams: Absolutely, and do subscribe to our podcast on iTunes Stitcher or Google Play [LAUGH] Google Play, and subscribe to whatever service is your favorite. And please do leave us a rating. That really helps us know what we’re doing right, what we should be doing differently, what you’d like to hear more or less of and so on.

So, have a great week.

John Williams: See you all later. Ciao.



AMHF 0055 – Book Club – Even a Geek Can Speak

John and I discuss the latest book club selection – a book written by a lawyer specializing in complex industries who tells us how we can explain things much more simply and powerfully, even if we’re “geeks” and not born speakers.


Transcript –  Book Club Discussion

book-club-discussion-even-a-geek-can-speak-002Paula Williams: This month, our Book Club Discussion was Even a Geek can Speak which was a fairly easy book, you think John?

John Williams: Yeah, I mean it might not have too easy for a true geek.

Paula Williams: [LAUGH]

John Williams: But for anybody that’s done any talking in groups or so forth, there was sort of pleasant reminder.

Paula Williams: Great but given a lot of the speeches that I have heard in the aviation industry I think this was not too far over the heads of the people involved, what do you think?

John Williams: No, it’s.

John Williams: I mean you hit all the sail and flights because you don’t do this stuff, it ain’t going to work.

Paula Williams: Exactly so, very elementary but I think very much needed. And part of the reason we chose this book was because in the aviation industry we run into a lot of our clients and a lot of other people who are so involved with their product or service.

That they don’t realized how specialized their knowledge or their information is, right?

John Williams: Yes, they don’t and even though this may have been to you and less so to me elementary it’s good stuff to know and it works. Because the whole idea is to simplify and be pointed.

Paula Williams: Right and a lot of people are afraid to simplify because they feel like this is their opportunity to really show their knowledge. But I think we found that the more people simplify the better they do with their sales presentations and with public speaking and everything else, right?

John Williams: You bet.

Paula Williams: All right, okay, so let’s dive in. First thing, the Message Objective. I think if people did just this one thing and there are so many speeches that I listened to at the MBAA education sessions and sales presentations. And other kinds of things where they had no idea, what their message objective was, they just start talking.

And I think that’s just crazy.

John Williams: Yep, you gotta simplify and point it to what’s in it for the guy that’s actually listening to you.

Paula Williams: Exactly and I think that’s really the key point is that if you figure out your message objective beforehand. It kind of forces you to put yourself in the other guy’s shoes and say, here’s the other guys perspective, here’s what he’s interested in.

And here’s what I need to communicate, as opposed to just here’s what I want to say which is a totally different thing.

John Williams: Yep.

Paula Williams: Great, so how do you do that, I know you do a lot of talking with folks at least one on one if not in multiples and so on.

But when you have to do this do you write it out, do you think it out, do you at least spend a few minutes or what’s your process?

John Williams: I think it through.

Paula Williams: You think it through?

John Williams: I know what the topic is, I know what I want them to get out of it and so I just take that.

Paula Williams: Right, great, that makes-

John Williams: And everything else is just filler and trying to massage it in so they get that.

Paula Williams: Exactly and I think some of the outlines in the book for a message objective are pretty good exercises to think through. And I know this sounds so elementary but there are so few people that actually do it.

[LAUGH] And it’s so much more effective if you do. I think it’s definitely worth taking five minutes or ten minutes or 15 minutes ahead of any phone conversation or anything else just to do this.

John Williams: Well people, I’m going to say something that’s going to really irritate some people but

Paula Williams: [LAUGH]

John Williams: People don’t know how to think logically

Paula Williams: Mm-hm.

John Williams: Hold that thought, when it comes to speaking.

Paula Williams: Mm-hm.

John Williams: They can think logically when they’re running or designing a program or coding a program or doing almost anything. But when it comes to relating a thought to another person somehow the objectivity and the logic escapes a lot of people.

Paula Williams: Yeah, I think sometimes that has to do with either being nervous or concerned about sounding rehearsed. So they avoid thinking about the discussion until they’re in the middle of it. And then all of a sudden they’re just kind of winging it and not doing a very good job.

John Williams: Right.

Paula Williams: Yeah, one thing that’s not part of the reason we put together our sales call checklist. Which is kind of forces you to think through some of these things which is basically a message objective. Here’s what we want to talk with you about here’s why and here’s how it’s a benefit to you.

And all that logic is kinda built into that checklist so that’s one way to do it on the phone.

John Williams: Yes, it is.

Paula Williams: All right, cool so, next point in the book was there are Dozens of Reasons to Limit Your Presentation to Three Points. I think this goes back to fourth grade English composition, right?

Where we’d used to do papers with an introduction, three points, and a conclusion and-

John Williams: Well, it goes beyond that, if you ever read anything on the power of three.

Paula Williams: Yeah.

John Williams: But three points is about all you’re going to get across. And this says presentation but you can get three bullets on each slide if you’re good.

You can talk to them and have that build into something if you have done it once or twice.

Paula Williams: Right.

John Williams: But no more than three bullets on a page, that’s just crazy.

Paula Williams: And I think really three main points to an entire presentation cuz if you listen to a lot of the Ted talks and other things.

They really don’t try to convey too much information because if people can walk away knowing three things that they didn’t know before. That are useful, powerful and helpful that’s a thousand times better then, coming away with a thousand things that they’re not going to remember. And that aren’t useful, powerful or helpful, right?

John Williams: True.

Paula Williams: So yeah, I like his-

John Williams: If you can have a presentation 60 slides long.

Paula Williams: Mm-hm.

John Williams: And have only three main points.

Paula Williams: Yep.

John Williams: But each slide cannot have more than three bullets but it can have, you have sub-issues all the way down through that.

Paula Williams: Right.

John Williams: It just support the three main points.

Paula Williams: Exactly, that is absolutely true. And I think all three points have to support your message objective or you’re just shooting yourself in the foot. Then you really or making things too complicated. And we have never gone wrong with having a client simplify a presentation whether that’s a brochure or a presentation or a one-hour sales PowerPoint or whatever form that takes, right?

John Williams: Right.

Paula Williams: Yeah, I think people tend to way overcomplicate things. The other thing, I think, is if you try for two or one, people don’t feel like they’re quite convinced of whatever your message objective is. But three is a good number. And tell me why three is a good number?

You said the power of three. Is that something you’ve read or?

John Williams: That’s a whole different discussion, but it’s something that most people should read about. And this is back from the days of Michelangelo and all those other guys. They are big believers in powers of three, and you can see it in everything they’ve done.

Paula Williams: True.

John Williams: I’m not quite sure I recall why it’s such a big deal, but it is.

Paula Williams: Okay [LAUGH] it works. I guess we don’t have to know how a cell phone works to use it. You don’t have to know how some of this stuff works in order to make it work for you.

Okay, so what’s your favorite hook technique?

John Williams: Come across with a quick joke, a product thing kind of like that approach. Cuz it wakes people up, makes them laugh, and then they start, that gives you about seven seconds to sell the next line.

Paula Williams: That’s true. That is true.

I actually like a story better. I think Paul Harvey had a fantastic hook. He would always tell the beginning of a story, and then tell you all of this other stuff, and then make you wait until the very end for the rest of the story. And I think what that does is, number one, it captures your attention because people are kind of automatically wired to listen to stories.

And the other thing is, it promises something. If you stay through this entire hour, then I’m going to tell you the rest of the story. [LAUGH] And then, you’ll understand. And then you put the pieces together. And people, in their thinking, they don’t like open loops. And so, they will stay until the end of even a very bad movie to see how it ends.

And I think if you can open a loop at the beginning of a presentation and not close it until the very end, I think that’s a great way to set the hook.

John Williams: Cool.

Paula Williams: Yeah, you liked Paul Harvey, didn’t you?

John Williams: Yes. I listened to him almost every day when I was growing up.

Paula Williams: Great, exactly. And then a lot of the TED talks are, I’m going to say, following the same structure in the sense that you start with a surprising opening to a story, and then you don’t tell them how you got to that point until the very end. And I think that’s a really-

John Williams: Well, what he did is he would tell you what you thought would be the entire story. But he made it sound like that was it.

Paula Williams: Right.

John Williams: And then, after everything else is done, in the last, I don’t know, minute, his broadcast, he would say now for the rest of the story.

Paula Williams: Right, exactly. But he had the implied hook, because that was the structure of these whole shows. So you knew that was coming, so you had to stay till the end.

John Williams: After the first time, yes, you knew.

Paula Williams: [LAUGH] Right, and you can do that even in an educational presentation where you begin with, here I was in that situation, and then let me tell you how I got here.

And then, tell the rest of the story throughout the presentation. And end up by wrapping it up in a nice little package, and making people feel really satisfied at the end when they know the whole thing.

John Williams: There I was at flight level 320, total electrical failure, was flying straight and level, no control over the flaps, no control over the engines.

Paula Williams: When all of a sudden. [LAUGH]

John Williams: Right.

Paula Williams: Right, and then carry through with that story. And then you can tell them all the technical details and everything else and then come back to wrapping up the story. I think that’s great. But anyway, that’s [CROSSTALK]

John Williams: Had a total electrical failure, knows the implications of that.

Paula Williams: Right. Not-

John Williams: Well, anyway.

Paula Williams: A good day. [LAUGH]

John Williams: Especially if you’re in the clouds on an approach. Been there, done that.

Paula Williams: Absolutely, okay. So that’s a good hook. Let’s see, the other thing. He did say, and I think I totally agree with him. Beginning with an introduction, this is who I am.

Nobody cares who you are. [LAUGH]

John Williams: [INAUDIBLE] They already know that. That’s why they’re there to listen to you.

Paula Williams: Yeah, if they’re there for you, then, of course, they already know who you are. If they’re there for the topic, they don’t care who you are. They care about the topic.

John Williams: Right.

Paula Williams: So, in either case, the introduction is either unnecessary or not helpful. So we can skip that whole thing, and go to something much more interesting, like a story or a joke, or whatever you think you can do.

John Williams: And if you’ve been introducing, look at everybody, say, well, that takes care of the introduction.

And go right on.

Paula Williams: Yeah, exactly, exactly. By the end, they will either know who you are or-

John Williams: Won’t care. [LAUGH].

Paula Williams: [LAUGH] Exactly. Okay, visuals. Avoiding death by PowerPoint. I know the military is probably the worst offender, or the Department of Defense, anyway, is the worst offender with this because they do death by PowerPoint as almost a, is that a policy, or is it just the way everybody does everything?

John Williams: It’s not a policy, but I think people are afraid of saying something. That is because you don’t want questions at a military briefing.

Paula Williams: Okay.

John Williams: Because then you’re not prepared for any possible question. You’re supposed to be, but somebody’s always going to ask something that, crap, I didn’t think about that.

Paula Williams: Yeah.

John Williams: Rather than they read. They’ve read the thing. They have paragraphs on those things. I never did. And I have the occasional question, and I would have back up slides just in the event of that. But I try to do it cuz I just want to stand up and scream about you idiots.

Paula Williams: [LAUGH]

John Williams: I mean, you just, you almost can’t sit still when somebody is reading that stuff. Do you think I can’t read?

Paula Williams: Right. Well, and it’s, I guess part of the impetus to do that is because you want people to be able to print the slides and have everything in front of them.

And have everything super clear. But there’s no point in doing a PowerPoint that way. You can always print handouts that have all of the facts and data, and relevant stuff. No matter how technical a presentation gets, you don’t have to put all that data on the slides, because people can’t absorb that on a screen.

Whether it’s a computer screen or on the wall, people’s retention goes way down versus having a piece of paper in their hands. And that’s just one of those things about people’s brains.

John Williams: Well, they printed out the PowerPoints. They gave a copy to everybody. Then they read it.

Paula Williams: Man.

John Williams: Yes, that’s what I’m talking about.

Paula Williams: See, yeah, and you can have printed as dense as you need to. And, of course, some things do need to get complex, and need to get technical. And that’s fine. But you don’t have to put all that data on the wall because people just can’t absorb it that way.

So you could put something simplified If you have a chart or a graph, you only want to communicate one piece of data at a time with a chart or a graph. All of those things that we’ve talked about in our other podcast. People remember pictures much better than they remember words.

So if you can use pictures as opposed to words, that’s much much better.

John Williams: Well they do that on the other side cause I remember being in, let me just say I’ve been in high level meetings where you have the five by six foot screens in the room, three of them.

Paula Williams: Yeah.

John Williams: One of them is live in some country, one of them is live in another country, one of them is live right here.

Paula Williams: Right.

John Williams: So, you see what they’re talking about as they’re dodging ordinance or whatever.

Paula Williams: [LAUGH]

John Williams: You can see the aircraft, you can see the guys, you see all that stuff live.

Paula Williams: Right.

John Williams: That makes the guy that has to get a PowerPoint even smaller.

Paula Williams: Yeah.

John Williams: If he does it wrong.

Paula Williams: Right, exactly.

John Williams: Yeah, pictures you just can’t out do those.

Paula Williams: Right, and I think part of the reason that PowerPoints are so bad in the aviation industry, or tend to be so bad is because a lot of folks come from the military.

And so that’s where they learned how to do this. Or they come from a very technical background, and so that’s where they learned how to do this. And then they tried to do a sales presentation and they tried to do it the same and they find about losing people.

And they don’t know why because they’re giving them more data and they think, well, what I need to do is just provide more data and I will be more convincing. And that’s the opposite is actually true. You’re giving people way too much data to process and you’re really familiar with it but other people are not.

John Williams: Yeah, you need to memorize, and then if anybody has got a question, dive into that point. But aside from that summaries are great.

Paula Williams: Yeah, exactly. Yep, think executive summary, [LAUGH] not overload.

John Williams: Yep.

Paula Williams: And to the same point, jargon.

John Williams: [LAUGH] Yeah jargon gets pretty bad.

I mean I worked in IT for a bunch of years and I got to the point where I knew what the jargon meant, I knew what they were talking about, but I forgot what the letters stood for in words. [LAUGH]

Paula Williams: Right, [LAUGH] and aviation is full of jargon and acronyms and things like that, which is fine.

But some of our customers, especially for charter organizations, flight schools, things like that, they are not insiders in the industry yet, the people that we’re trying to sell to. So we really need to back off and very carefully consider all of the words that we’re using because we don’t want to be losing people.

They’re not going to tell us. They don’t understand that word. They’re not going to stop us and say, now wait just a minute. What does that mean? They’re just going to tune out.

John Williams: Yup, absolutely.

Paula Williams: I think a lot of sales people throw in a lot of jargon because they want to sound like insiders.

John Williams: They know what they’re talking about.

Paula Williams: Yeah, and they want to sound cool and they want to use all of the, like in Top Gun. There’s a lot of jargon in that movie and then everybody started talking like that for awhile and which is fine. But it’s not the most effective way to talk to people who are not in the industry.

Especially C level executives and other folks. You have to remember, these folks have a lot more going in their day and in their world than your specialized topic. So, it’s not dumbing things down, to to simplify. It’s actually showing some respect for, for people for whom this is not their daily business.

And that’s why they couldn’t-

John Williams: Expect for their intelligence and their time.

Paula Williams: Yeah, exactly. That is absolutely right. Jargon is usually a bad thing and anytime you can simplify that, that’s a good thing. Even people in the industry don’t mind hearing the whole word as opposed to the acronym, and I don’t think that decreases your effectiveness, even with insiders.

And it sure as heck helps with people who are not insiders.

John Williams: There are ADSB, you need to say that once, but after that, you don’t want to say it again because it’s just too long.

Paula Williams: Yeah.

John Williams: Or whatever you [INAUDIBLE] talk about.

Paula Williams: That’s true. Yeah, you want to explain what it is at the beginning of the presentation, especially if you’re talking to people who are not familiar with it.

And then refer to it as safety standards, or whatever it is you want to refer to it as. You don’t necessarily need to be using that acronym over and over again.

Paula Williams: Okay, so the pause.

Paula Williams: This is one I’m not very good at. [LAUGH]

John Williams: [LAUGH] But it’s really easy I mean you could, you could pause in a discussion.

Paula Williams: Right.

John Williams: And people, you will think that you must have paused for five minutes you look like a fool.

Paula Williams: Mm-hm.

John Williams: In reality, if you pause for more than about three seconds it’s surprising because your mind speeds up to accommodate and you’re used to speaking like I am at about 130 to 140 words a minute.

You pause and nobody thinks a big deal out of it except you.

Paula Williams: Right, this is actually easier when you’re in front of an audience. Then you can just wait until everybody looks up. So you’ve got instant reaction and instant gratification from a live audience. And you can see-

John Williams: It was really driven home to me in business school. Because they made us do speeches in front of a TV camera and record everything and played it back to class.

Paula Williams: Mm-hm, right.

John Williams: And I had so many pauses in there and I thought, boy, am I going to look like an idiot.

Well, nobody even noticed.

Paula Williams: Right.

John Williams: And I thought, really? Wow!

Paula Williams: [LAUGH]
Time speeds up for you when you’re speaking. So the pause isn’t really that long, but I really like doing that in a live situation because then you can see the reaction and you know exactly what’s going on.

On the phone, or on a go-to meeting it’s a little harder because people don’t know if they dropped [LAUGH]
or if It’s time to jump in or you know whatever the situation is. But in person it’s really, really effective.

John Williams: True.

Paula Williams: Okay. You look maaahvelous. [LAUGH]
Okay, you don’t have to be a ten, you don’t have to be Cary Grant or Marilyn Monroe in order to give an effective presentation.

But it certainly can help if you are not distracting by having crazy hair or mismatched shoes or whatever. Unless that’s the impression that you want to give.

John Williams: You should dress for the audience.

Paula Williams: Uh-huh.

John Williams: Unless you’re trying to show what a fool you look like, then do that.

Paula Williams: [LAUGH] Exactly, well and there’s There’s reasons to dress differently and to get attention, I mean Of course.

John Williams: Sure.

Paula Williams: Steve Jobs had his turtleneck, his black turtleneck. He always did product launches and things like that in a black turtleneck. And that was his thing and everybody expected it and it was very effective for him.

But still, it was very simple, very clean. [COUGH] Excuse me. Kind of professional. The casual side of professional, but very simple, wanted to put the emphasis on the product that he was demonstrating. And I think we want to do the same thing. We want to put the emphasis on the message that we’re speaking.

So if we are dressed in a way to kind of downplay, don’t look at me but listen to what I’m saying. I think that helps a lot.

John Williams: There some people who can really pull off different modes of dress. In business school, we had a lady come in.

She was actually working as the marketing person. Harley Davidson hired her to have specific things, and it was basically to go out and figure out what everybody knew and what everybody liked about bikes. And had to be able to sell to everything from Hell’s Angels, up to the C level people.

Paula Williams: Right.

John Williams: So she came in to give us a talk, and she came in, I mean $1,500 suit, shoes. The epitome of the perfect executive dress. And she started talking, as she talked, she started taking off clothes.

Paula Williams: [LAUGH]

John Williams: Everybody’s going wooo.

Paula Williams: That got everybody’s attention.

John Williams: I mean she had it all figured out. And she took all of her clothes off, and wow, I mean not all of her clothes off. But she undressed to a point and dressed back up with some stuff she brought in. And when she finished she looked like a biker chick that shouldn’t have been in there.

And she was still giving the presentation. And going through and explaining how she did what she did. And then she took those clothes off and put her executive suit back on to finish up the presentation. Most impressive.

Paula Williams: Right.

John Williams: So you could pull off, to do that, I’m quite sure she did quite a bit of practice in front of a mirror.

Paula Williams: I’m sure. Yeah that is something you wouldn’t do unless the clothing was part of the point that you were making.

John Williams: Right.

Paula Williams: And for her it was, which was great.

John Williams: Yep, but anyway-

Paula Williams: Another-

John Williams: You have to look

John Williams: And you have to pause.

Paula Williams: [LAUGH]
Another person that’s really great at that is Lee Milteer. She talks about wardrobing or costuming as if she were a stage director for just about everything she does. She’s a speaker that does a number of different types of presentation. She does some for very sophisticated business groups and others for more new age kind of airy fairy kind of groups, some things like that.

And she is very good at dressing for the point that she wants to make. And she actually explains this in one of the classes that we went to. She talks about how what you wear is 80% of what you are saying. Or 80% of what people understand about the point that you’re making.

So the visual communication is very important. And there’s no such thing as dressing in a neutral way. Everything that you wear conveys a message of one kind or another. And, so I thought that was a really great example of that as well.

John Williams: Right, next? [LAUGH]

Paula Williams: Okay, Schmoozing for Geeks.

John Williams: Yeah.

Paula Williams: I learned this as FORM, Family Occupation and Recreation Admission. Joey Asher has kind of a different acronym, EIO. And what does EIO stand for?

John Williams: I don’t remember. Basically, just ask questions.

Paula Williams: Right.

John Williams: You just ask questions to whoever you’re talking to and draw them out.

Paula Williams: Exactly.

John Williams: If FORM works for you, EIO works for this guy. You can get it down to, what’s your opinion. Everybody’s got one of those.

Paula Williams: Right, exactly. Form, you know Family, Occupation, Recreation, and Mission. None of that is politics, none of that is religion, they’re all safe topics.

And it just gives you an easy way to remember. No matter what’s going on in a networking event, I can always come up with a topic that is safe to talk about and easy to slide into. Because if somebody’s wearing a wedding ring, you can ask them about their family.

That’s fairly simple. If somebody has a pin, that’s a lapel pin, that’s a specific Rotary or Kiwanis or Lions or whatever, that’s obviously a mission that they feel strongly about. Recreation, you can usually tell by if they’re wearing a Harley Davidson watch or something along those lines. There’s lots of clues that you can use.

In one of our podcasts, we talked about being Sherlock Holmes. If you look at any individual human being, you can tell something about their family, occupation, recreation, or mission by looking at them. And then that’s usually something that you can open a conversation with. Most people are wearing a conversation piece of some kind to a networking event.

And you can do that too, you can wear a conversation piece that makes it easier for people to talk to you and it makes you more approachable.

John Williams: And this one is I think the EIO is actually experience, interest, and opinion.

Paula Williams: Experience interest and opinion, okay. Yeah, that’s good too.

So whichever is easier for you to remember. As long as you’ve got an acronym in your head. [LAUGH] We were talking about acronyms. That you take into a networking event. You never run out of things to talk about.

John Williams: No.

Paula Williams: Cool, all right, so next month we’re actually talking about analytics, and I will add this slide in later.


John Williams: [LAUGH] Yes, you will, cuz that one isn’t right.

Paula Williams: Exactly because, and next month is going to be a lot harder, so it’ll be a nice balance. But, thank you for joining us today. America needs the business.

John Williams: Zig Ziglar said that, a while back.

Paula Williams: Yep, go sell more stuff.

America needs the business.

John Williams: And it’s still good to this day.

Paula Williams: Absolutely. Great. Well have a lovely afternoon and we will see you next week.

John Williams: Ciao.



AMHF 0050 – Power Prospecting – Aviation Marketing Book Club Discussion

Power Prospecting- Cold Calling Strategies for Modern Day Salespeople

Kathryn Creedy of Communication Strategies, Lillian Tamm of Avicor Aviation, John Williams and Paula Williams of ABCI discuss Patrick Henry Hansen’s book, Power Prospecting, from the point of view of aviation sales and marketing professionals.  What was useful? What was not quite so relevant?

Paula Williams: So, Welcome to our book club discussion. This week we’re talking about Power Prospecting, by Patrick Henry Hansen. Which is kind of a different book than what we usually go in for. But it was highly recommended to us. He’s a local guy, here in Salt Lake, and we thought we’d give it a shot.

I’m Paula Williams, with ABCI. I’m the facilitator and I run the company, [LAUGH] with John. And John, you are?

John Williams: Hi, I’m John Williams and I work for her.

Paula Williams: [LAUGH]

Aviation Sales and Marketing Insider Circle - Join Us!John Williams: Well, I do, don’t laugh. It’s her company, and I help with all the back-end stuff. She’s the out-front person.

Paula Williams: Fantastic, and Kathryn?

Kathryn Creedy: Hello, I’m Kathryn Creedy, I’m communication strategies, copyrighting, public relations strategizing, and social media.

Paula Williams: Fantastic, and Lillian?

John Williams: I’m Lillian Tamm. I’m with Avicor Aviation.

We do evaluations of aviation businesses and different kinds of consulting to the aviation industry. Industry research and things like.

Paula Williams: Fantastic. I think this is the first book club we’ve ever done. Our first podcast, or webinar, we have ever done where we had a majority of women. So we’re breaking new ground today.

John Williams: I could leave.

Paula Williams: Not at all, it’s just fine. You can be here. We like having you, John.

First of all, I just wanted to kind of get your thoughts on what you thought of the book, in general, before we jump into it. What did you think John?

John Williams: I think the thing that hit me most was his thoughts on courage.

Paula Williams: Yeah?

John Williams: Not the absence of fear.

It’s the mastery of fear. Because it’s everywhere, and cold-calling just exemplifies it. That’s why, he says and I agree, that most people don’t do that.

Paula Williams: Because they don’t have the courage, right?

John Williams: Yeah, they’re afraid.

Paula Williams: Yeah, absolutely. What did you think?

Kathryn Creedy: I thought, on the cold-calling, having a strategy around the cold-calling.

That’s something I’ve done for awhile. Name, phone number, state your business, tell him what you going to do. I.e., call me back, or I’ll follow up with an email, or follow up with a phone call at such-in-such a time. If that’s not convenient, you set the time. I thought that was a really, really, really, good strategy.

Paula Williams: Fantastic, great.

Kathryn Creedy: [CROSSTALK] you’re organized.

Paula Williams: Yeah, and that’s so impressive. I mean, everybody that we get cold-calls from is not organized. So I think that makes a big difference. Lillian, how about you?

Lillian Tamm: It was kind of interesting for me. Because, in doing the type of consulting that we’ve done, we’ve never cold-called.

We’ve done the odd thing, but it’s never been a big portion of it. Because we do evaluations, it tends to be something that people call us for. Because they don’t even think of it. It’s not something that people tend to do unless they’ve got a reason for it.

And that reason isn’t something that they think about way ahead of time, typically.

Lillian Tamm: A lot of the principle I sort of knew, but it was interesting to read a whole  book about it.

Paula Williams: Manual versus electronic CRM. I have an opinion on this, but I’ve shared way plenty so I’ll keep my mouth shut.


John Williams: [LAUGH] Well, having used both, I can tell you electronic CRM is one great, big advantage to anything you do, with having to do with sales. Particularly today. It wouldn’t have done you much good 30 years ago, but today-

Paula Williams: Right?

Kathryn Creedy: I don’t really having opinion on it, so I’ll pass.

Paula Williams: Okay, that’s fair.

Lillian Tamm: I think electronic makes most sense, no question. Not that I’ve actually implemented it, but I do think that-


Paula Williams: There is a difference. If you’re a broker or somebody like that. And you have got only ten prospects that you need to keep track of at any given time.

I suppose, you probably could do that with a spreadsheet just as easily. But most of us want to keep track of people over five, ten, 15 years. And the only way to do that, in my opinion, is electronically. Nobody has that kind of time to do that any other way.

So I did end up sharing my opinion, so there you go. The next big thing was, what goes into an ideal customer profile? I thought this was really helpful. I actually did one for us. John, what do you think? These are the ones that were in the example in the book, of course.

Why is this important?


John Williams: Then there’d have to be demographic information on your particular customer you’re looking for.

Paula Williams: Right.

Kathryn Creedy: More importantly, I think it helps you organize your thoughts about what you can do for them to help grow their business. Basically, again, this goes back to organization.

Who are these people and why do you want to do business with them? And why should they want to do business with you? All of those organizing all those thoughts I think is very important going in. And scripting it is equally important, as Patrick Hanson said.

Paula Williams: And Kathryn, when you and I start working with a client, Kathryn writes for us, for a lot of our clients.

And she really needs to know, or you really need to know the ideal customer profile, because you need to know who you are trying to attract with your writing.

Kathryn Creedy: Absolutely, target audience, I do these little exercises a lot. What is your target audience, who do you want to reach?

And I find that a lot of people don’t have that organized in their head. They kind of say, well, I want to reach flight schools or I want to reach students. But they don’t say what specifically what organizations they want to reach.

Paula Williams: Mm-hm.

John Williams: Or they may even want to say, I want this particular section of the country.

Kathryn Creedy: Yeah.

John Williams: And that’s cool, but that needs to be narrowed down.

Kathryn Creedy: Yeah, yeah. And if they can’t define it, then they aren’t very organized. And you need to help them, or we need to help them organize those thoughts. Ask the right questions so that they can get to their ideal customer, their target audience or whatever.

Paula Williams: And the more specific this is, the more effective it is in terms of writing or any other kind of marketing. Lillian, how about you? How has this worked for you, or have you thought about it in your business?

Lillian Tamm: We have done that to a degree. Because there are some companies that just aren’t ready or suitable for some of the things that we do.

But reading this helped to focus it a bit to the next level, if you will. And I think that, I mean it’s one of those type of things. I mean, my background was in business administration, economics, that kind of stuff, when I went to school. And I remember a lot of the marketing classes talking about you’ve always got to think about your customer.

Now, I know that was a long time ago that I took those classes, but that’s kinda stuck with me. And even in doing things like when you do your website or marketing materials, you gotta look at what the guy who’s at the other end is looking for. And even in choosing who your prospects are, are they going to have a need for you and are they the ideal one?

Are you wasting your time, spending too much time on somebody that isn’t really going to respond? So a lot of the information in the book, and this part I think really sort of helped to gel that.

Paula Williams: Yeah.

Kathryn Creedy: How do you say it, Paula? Random acts of marketing are useless.

Paula Williams: Yeah, definitely. And even though we preach this all the time, I don’t always do it as specifically as we should for our company even. So this book was really good for me to go through and do some of the exercises and go, wow, I thought I had this.

But I really didn’t have it as specifically as I should have. And it really makes it easier to write copy, and to develop materials, and to figure out what lists we want, where we should spend money, where we shouldn’t spend money. Which is really helpful.

Paula Williams: All right-

Kathryn Creedy: That’s, that’s sort of-

Paula Williams: Yeah, go ahead.

Kathryn Creedy: I was going to say that’s sort of what I found too. That it helped me focus on some of the more minutiae that I should be focusing on, specifically with my customer profiles and targeting.

Paula Williams: Right.

Kathryn Creedy: Real good.

Paula Williams: And minutiae, that’s John’s favorite word since we saw The Guardians of the Galaxy, right?

Kathryn Creedy: [LAUGH] There you go.

Paula Williams: We didn’t have time to work on the minutiae of the plan. [LAUGH]

Paula Williams: All right, so what are the five steps in the Massaging Matrix? And again, this is one of the most things.

I actually made a table like they did in the book for my customers of category, need, pain, solution and benefit. And it was pretty enlightening, and in some ways you have to have more than one. And I figured out, you know what? We need ten different tables for ten different customer types, depending on what they need.

What do you think, John?

John Williams: Well, I don’t know how to say this. You have a high, medium, and low level. And this is probably hitting about the average for the right start, which is a good for most people.

Paula Williams: Okay.

John Williams: But I think it needs to be more specific on any given business.

Paula Williams: Fair enough.

Kathryn Creedy: Well, again, it goes back to figuring out what you can do for them and why they want to work with you. So, yeah, you’re going to have to have numerous messages depending on the client.

It’s like a resume and a cover letter. You want to make sure that it addresses everything in that job posting. It’s just tailoring your audience.

Paula Williams: Great. Lillian, how about you?

Lillian Tamm: Yeah, I haven’t had a chance to go through and work through this for our company yet.

But it’s on my list for this week actually.

Paula Williams: Okay.

Lillian Tamm: Cuz I think it’s a really good strategy for focusing. There’s a lot of different niches that we target, and I think it’s going to be like you said. There’s maybe, you’ve got ten different situations that you need to do.

I probably have that too. And I think that’s a very useful tool, to be able to focus on specific niches that you address.

John Williams: What’s interesting with your company is I think that every company has a need for what you do. But there are very few that understand enough that they need it, to have-

Lillian Tamm: That is actually true. A lot of companies could use evaluation just to determine where they are now and see where they’re going. And that’s something that I think all of us could. You have to sometimes take a look back at your own finances or whatever. So your company is the same way.

You’ve gotta take a look and step back and see, where am I? [CROSSTALK] Yeah.

John Williams: When I went to business school they spent an inordinate amount on time on evaluation, and the need, and so forth. It was quite interesting.

Paula Williams: One thing that we found with companies when we start we working with them.

A lot of times their sales presentations are just feature, feature, feature feature, feature, feature, feature, feature, feature, without considering, who is this customer? What needs do they have? What pains are these features supposed to be addressing? But you really shouldn’t even bring up a feature unless It applies very specifically to that customer.

And this discipline really forces you into that mode of thinking about the customer, more specifically than I think anybody in the aviation industry does.

Lillian Tamm: That’s probably true for the most part.

Paula Williams: Yeah, yeah, cool, all right. Okay, and then I didn’t make a copy of this in the slideshow.

But there is a pre-call email or letter, just a real simple thing, in the book that I think is an interesting idea. I had not done this before. Often, we’ll send a package prior to a sales call or most of the calls that we do, like you, Lillian, are not cold calls but they’re inbound marketing.

People have contacted us for some reason and then we contact them after the fact, but,

Paula Williams: Do you have any thoughts on this specific email or letter? Is this something you would use? Is this something you’d adopt or do something different or what are your thoughts, John?

John Williams: Well, I don’t know, this is a pre-cold call email, right?

Paula Williams: Yeah.

Lillian Tamm: Yeah.

John Williams: Yeah, yeah, yeah. I would absolutely use an email. The problem is, I mean, I have sold used cars for a while and I mean, everybody that walked in the lot, it’s like a cold call. But their intent is if you can’t sell them, you pass them off to somebody else, but it’s the same thing.

You don’t have any precursor, you don’t even know the person’s name. Whereas if you can at least do an email, and maybe get a response. Even if you don’t get a response, you can say, well, I sent you this email. And didn’t know if you had time to read it or whatever and you can go down that road, then it makes it not a completely cold call.

Paula Williams: All right,

Paula Williams: Kathryn, what’s your thinking?

John Williams: I don’t know about-

Paula Williams: Go ahead.

John Williams: I don’t know about a letter.

Kathryn Creedy: I would not do a letter because I think that’s, unless you’re going to do something the way you do it, Paula, which is send a letter with a little gift or something that will attract their attention.

But that’s further down the line, I think, that’s effective more further down the line. But I think everybody is focused on email these days. You just have to get a catchy title to the email and hope that it’s enough to bring somebody to open up the email.

Paula Williams: Right, that’s where good writing comes in.

If you don’t have a fantastic headline, and most people don’t spend enough time on headlines.

John Williams: As a matter of fact, rather than email, if you can get them on LinkedIn, that’d be even better.

Kathryn Creedy: I find LinkedIn to be a really, really valuable source.

John Williams: So I don’t know if I’d use that as a pre-call email or a pre-call message or whatever.

Kathryn Creedy:  And to find out what message boards that they’re on. They participate in the groups. So I use groups to establish my credentials. I contribute to groups. And I correspond with those people in the group who I think would be a good contact.

So if you can get into a group where a prospect is already active, and it’s in their profile, then so much the better.

Paula Williams: Right, absolutely. And Lilian, I’m sorry, did you want to add anything to this slide or?

Lillian Tamm: Well, I mean, I had never thought about using a pre-call email or letter.

And it might be something that I might look at doing after reading this.

Paula Williams: Right, I know you haven’t done cold calls in the past, so if you decided that this was something that you wanted to do, I would say a letter or an email or a LinkedIn message sounds like the most effective way to do that.

A client will most likely to respond to.

John Williams: If you’re going to do that, somebody, I think it was American Express, had a letter that was very, very good that would be a good way to pattern after.

Paula Williams:  But your 30-second commercial, they talked about this on page 100.

This might be a good place for everyone to just deliver their 30-second commercial. We’ve actually narrowed ours down to about a 10-second commercial because we like to have people ask us questions. And our 30-second commercial is, John?

John Williams: Going after.

Paula Williams: [LAUGH]

John Williams: Boss.

Paula Williams: [LAUGH] We help aviation companies sell more of their products and services.

And that always leads to questions like, how do you do that? Or do you do web sites? Or what do you mean by that? And then we can talk about inbound marketing or whatever seems to be the right format for the venue. But we try to keep it really short so that it inspires those questions, so we’ve got it down to one sentence.

But his recommendation is a 30-second commercial. Kathryn, how do you feel about that? Do you have one?

Kathryn Creedy: No, I don’t, and as a writer, I think that I really don’t have anything like that or would have use for something like that. But I’d be more inclined to try and craft something for someone else, rather than do my own 30-second commercial.

I actually think 30 seconds is very long.

Paula Williams: Yeah.

Kathryn Creedy: But it’s very difficult to get it down to that length.

Paula Williams: Mm-hm.

Kathryn Creedy: So having one or two sentences is about all they’re going to have patience for.

John Williams: Well, your elevator speech is supposedly is 15 seconds long, but our marketing groups we belong to says you have 7 seconds to sell the next 7 seconds.

Paula Williams: Right, Kathryn, what do you say in a networking event when someone asks what do you do?

Kathryn Creedy: I do public relations. Well, I guess I should really craft something for myself, but I do public relations and general writing. I do narratives to physician companies within their industry and their contributions to the industry.

So, it’s very amorphous and it’s not very good. Let me put it that way.

Paula Williams: That actually was not bad. I think that’s something you could just take the transcript when you get it from this, and it will work. You know we’ve basically cracked that from there, so, you know, that is something.

Kathryn Creedy: I think many companies value what they do. They’re so interested in making the sale that they devalue their contribution to the industry. And I’ve learned this a great deal from my experience with Embraer Executive Jets. And Embraer is very, very conservative. And it does not really blow its own horn at all.

And it should because it has made massive changes to the industry, especially when it comes to executive jets. And, they didn’t count that at all, so when I wrote my narrative it put the executive jets into context with their other branches. They’re military and they’re civilian branches, they’re commercial aviation branches and said, that was our basis and then went beyond that, and not only did we leverage our expertise from these two branches.

We took it a step further to actually change the industry. And I think more companies could benefit from actually saying how they have moved the industry they’re in. In whether it’s applying technology to, new technology or changing the level of an aircraft, changing the amenities in an aircraft that had never been seen before in a entry level aircraft, but was now standard on an Embraer aircraft.

Putting your company into context with the industry, I think, is a really good way to set yourself apart.

Paula Williams: Yeah, I think so. I think that’s an outstanding way of looking at it. Lillian – do you have a 30 second commercial?

Lillian Tamm: Okay, I was thinking it more of, I was actually thinking more commercial than thinking telephone thing, but I’ll go ahead and do that in just a sec here, okay. Hi, I’m Lillian Tamm, president of Avicort Aviation. We’re aviation industry consultants and aviation business evaluators, meaning that we value or appraise aviation businesses.

If you’re growing your business, evaluation can tell you where you business is and help to define areas that need improvement. Some of our clients do yearly or bi-yearly checkups with us to see how their business is doing. You could also use our evaluation in securing a business loan or line of credit, establishing a sales price for the determined value for adding or divesting partners.

And we’re certified, so it can be used with IRS filings. If you would like to discuss how we can benefit you, give me a call. My direct number is 503-214-2268 or email me at ltamm@avicoraviation.com. That is lima, tango, alpha, mike, mike. At alpha, Victor, India, Charlie, Oscar, Romeo, aviation.com.

Again, my phone number is 503-214-2268. I look forward to hearing for you. Hear we go.

Paula Williams: Bravo. That was really good.

Lillian Tamm: Thank you.

Right, okay. Well, let’s carry on from there. Voicemail. Love it? Hate it? Use it? Don’t use it?

What do you think, John?

John Williams: There we go. You already have to have a planned voicemail because most of the time you’re not going to get through to who you want to get to.

You’re going to get their voicemail anyway. So, you need to have one that’s planned and very good to get them interested to call you back or to be prepared for when you call them back. So, strategic tool.

Paula Williams: Okay, Kathryn.

Kathryn Creedy: I absolutely agree. I really thought that passage in the book on scripting your voicemails and following up.

Or saying in the voicemail your next action, whether you want them to take action or whether you’re going to follow up with a phone call or I’ll be there at 9:20 next Tuesday morning. If that’s not convenient for you, let me know and we’ll reschedule. It’s prompting an interaction between your company and your target.

I really like that.

Paula Williams: Great, Lillian.

Lillian Tamm: Yeah I think it’s a good idea to know ahead of time what you’re going to say. I have always tended to do that with voice mails anyway if I think I might not be able to reach somebody I think ahead about what it is I want to say, so that I’m not just left cold, left trying to figure it out right at the moment.

I think it is good to have a plan as to what you might say if you don’t get them. You tend to anyway when you’re doing to get them, you can figure you’re going to get the person at the other end, you already have a strategy, typically, as to what you’re going to talk about and what you’re going to say.

Paula Williams: Mm-hm.

Lillian Tamm: Why not have it for the voicemail, it makes very logical sense.

Paula Williams: Totally agree.

Kathryn Creedy: This is something that I deal all the time with when I’m pitching a reporter or pitching an editor about a story I have to grab their attention to promo any action whats so ever so I have to really have my script available so that I can tell him why I’m calling and do it in short enough period of time because everybody hates long involved emails.

Paula Williams: Yeah.

Kathryn Creedy: I’m calling about x, I thought you would be interested because. I’ll follow up with a phone call, another phone call, and an email. Then of course leave your identification and your phone number and leave your phone number twice. I always do that.

Paula Williams: Right. Perfect.

Exactly. I said we’d using a checklist actually and if I go to checklist written, then it works either way. Whether I get human or whether I get their voice mail. So I’m prepared either way and I don’t get thrown by voice mail like I used to. I used to just hang up when I got a voice not set I think nobody was ever going to reach on a voice mail from the sales person or someone trying to sell them something.

But as it turns out they do and if you hang up from 75% of your sales calls, you’re really wasting your time because you’re going to people wasting your 75% of the time anyway. So that’s just insane use of time and I was guilty of that for a long time.

Paula Williams: All right moving on along, how do you quality sales opportunities? John.

John Williams: Well hopefully you pre-qualify them before they made the call so that you’re not calling Sandler Sales to sell them something that they already have.

Paula Williams: Trying to sell them sales training. [LAUGH]

John Williams: Yeah. And after that,

John Williams: You need to know if they have a need, if they’ve got the resources, and if they’ve got the authority to buy.

Kathryn Creedy: Yeah, authority to buy. That’s very important.

Paula Williams: Yeah, that’s the one we keep leaving out.

Paula Williams: Lillian how about you? What do you think?

Lillian Tamm: Authority to buy is a very important part of it, especially for what we do.

Because you have to be able to make decisions about the whole company and get access to things about the whole company typically. So, that was very important. Because I hadn’t really done that sort of prospecting. I have to kinda take a step back and look at the whole qualification process, for prospecting, because typically we get calls that somebody’s already interested.

So, they have prequalified themselves in saying that they’re looking at this. Although one of the big factors is that evaluation is not a $500 product. It’s a lot more than that. It’s not like appraising a house or something. It’s a lot more involved. And some people cut themselves off immediately because they just don’t have the budget.

And I’m sure you’ve run into that same sort of thing.

Paula Williams: Right, yeah, so sometimes early in the call or early in the first set of calls, you want to make sure you have an idea out there of, so they don’t go into sticker shock. And you’ve already spent a ton of time with them and have them disappear on you.

Lillian Tamm: Right, or sometimes you can turn them into a different type of client or scale them up to different things by doing a little bit for them and then moving up. Is that what you guys do?

Paula Williams: [LAUGH] Right, tailoring to their need at the moment, you know.

Lillian Tamm: Exactly.

Paula Williams: As much as you can, given the resources. And that’s true of everybody these days, especially the last five years or so. Nobody has an unlimited budget and you can’t do the ideal product for them at the ideal time. So I guess that’s not necessarily true but happens a lot.

Lillian Tamm: Right.

Paula Williams: All right, so what’s included in the three step close and why is that a good thing? John?

You’re closing the call, you’re not closing the sale and that’s a very different scenario. You don’t have to sometimes you’re just closing for an appointment or you’re closing for a next step.

Kathryn Creedy: I find with me, that action, that closing the call often leads to more work on my part.

Because I’ve now understood better what the prospect needs and now I can then tailor my pitch towards what they are looking for. So I will follow up with an e-mail with a tailored pitch and then follow that up with a phone call.

Paula Williams: Right, that makes perfect-

Lillian Tamm: I would say exactly the same thing.

I find that, sorry, I find that as well. A lot of times when I’m talking to someone, that ends up being exactly what happens is that because I’ve now learned more about them I prepare something that I sent out to them that’s much more targeted to their specific needs.

Paula Williams: Right, and that just means it was a productive call, so you’ve moved the ball five yards down the field but you don’t have to do a touchdown every time.

Lillian Tamm: Right.

Paula Williams: That’s how you win games, or at least that’s what I’m told you win games.

John Williams: [INAUDIBLE] [LAUGH]

Paula Williams: Sorry John, go ahead.

John Williams: Unless you’re selling cars.

Paula Williams: [LAUGH]

John Williams: Then it’s- [INAUDIBLE] They want a touchdown every time you’re selling cars.

Paula Williams: Right, but I think with aviation we’ve got really complex and high ticket products. And they haven’t always made up their mind about what they need or how they need it, or what’s involved, or who all is involved in the decision.

And so I think sometimes it takes 20 calls, I’m not exaggerating, to make a sale. And so each time, as long as you make some yardage with each call, you’re still doing all right.

Paula Williams: Okay, so next month, Even A Geek Can Speak, this is Joey Asher. This is another very different book but I think this is important because all of us end up, if we’re in sales or marketing, needing to communicate better than we have in the past.

And most of us tend to get geeky about our particular subject matter expertise. And everybody but Kathryn maybe, I know you’re an expert communicator but the rest of us, I get nerdy about marketing. Lillian, you probably get nerdy about evaluations if you don’t watch yourself on that, is that right?

Lillian Tamm: I can, I can.

Paula Williams: Because you have a level of knowledge that your customers don’t and you’ve got a whole vocabulary that they’ve never heard of.

Lillian Tamm: Right, yeah.

Paula Williams: So I’m looking forward to that. I think it’s going to be a lot of fun and we’ll see how that goes.

So, go forth and sell more stuff. America needs the business, right?


Book of the Month Discussion – The Celebrity Marketing Factor

Book Club - Celebrity Marketing

February’s book of the month is No BS Trust Based Marketing by Matt Zagula and Dan Kennedy.

One of the items we highlighted from the book was a comparison between the accountant down the street and Suze Ormon. If you’re not familiar with Suze Ormon, she is known for making personal finance easy, accessible, popular, and even fun,  particularly to her primary audience of women.

Is she the best accountant in the world? The smartest? The one who has accomplished amazing feats of accounting wizardry?  No, but she has written several books and made many TV and radio appearances.  She’s a household name, because she has a knack for explaining complex concepts simply, has made herself available to the media, and is always ready with a short, quotable explanation or great infographic.

What is it about celebrities and marketing?

Many of the members of our Marketing Mastermind groups hire celebrity spokespeople.

They do this because it works.

We’ve seen this done in aviation as well – Breitling has featured famous pilots like John Travolta and Brad Pitt.

NBAA has featured famous pilots and aviation patrons like Arnold Palmer and Warren Buffett prminently in its “No Plane No Gain” advocacy efforts.

Tanis Aircraft Products is endorsed by airshow pilot Michael Wiskus.

All of these endorsements can be very effective – after all, you may figure, if a Tanis preheat system is good enough for Michael Wiskus, who needs superior performance and travels all over the place, it’s probably good enough for me!

In the words of our friend Shawn Buck

1. Celebrities stand out. The average consumer sees more than 3,000 ads per day. Of those 3,000 ads, our subconscious absorbs less than 200…and roughly 30 actually make it into our conscious mind. A celebrity endorsement not only enables the ad to stand out among the rest (people are more likely to pay attention to a celeb than they are a randomized spokesperson—no matter how model-esque), but it drastically increases the likelihood of the brand reaching the conscious mind of the consumer.

2. Celebrities have the power to make people believe that their product contributed to their celebrity status. According to Aveeno, Jennifer Aniston’s flawless face is all thanks to their line of natural lotions—and has nothing to do with the team of beauticians she’s been employing since her super-star debut in 1994. Even better, Mobile One’s use of NASCAR driver Tony Stewart inspires the idea that Motor One oil contributes to his car’s performance—and, of course, his success.

3. Celebrities can spur memories. And not just with their faces. Anytime you hear Dennis Haysbert’s deep, booming voice, you likely associate him with Allstate—even when he’s in the midst of trying to stop the latest terrorist attack on the hit TV show, 24. And let’s be honest, every time you see Hallie Eisenberg in Bicentennial Man, don’t you want to reach for a Pepsi? Celebrities not only increase the likelihood of prospective clients remembering the brand name, but those ads will probably come to mind the next time they see that celeb on the big screen.



But there are downsides to hitching your brand to a celebrity.

The first downside people think about is cost.   Recognizable spokespeople tend not to donate their time, unless it’s for a nonprofit or other situation that enhances their own status.   Unless we have a very swanky, high-end consumer product, this is not likely to be their motive. So the more well-known and respected your chosen celebrity, the more money they will expect.

The second, and more important downside, is that celebrities, like the rest of us, are human.  They make different decisions. They fall in and out of favor. Their careers have ups and downs. And they get themselves involved in inconvenient scandals.  And your brand will be dragged through whatever ups and downs their career may have, long term.

Better strategy – be your own celebrity!

Nobody can advocate for your brand, your product and your company as passionately and articulately as you can.  So, why not give yourself the advantages that other celebrities do?  In our last webinar, we dicussed the process by which an ordinary person can become well-known and respected in their specific niche – essentially becoming a “very big fish  in a very small pond.”

Some of the basics:

  • Use the respected podiums and platforms that exist in your niche. There are specific trade shows, magazines, blogs, podcasts, and forums where “everybody” in your niche spends their time to get industry-related information.
  • Create materials that appeal to this constituency.  Webinars, videos, infographics, photos, ads, social media conversations, articles, whatever is the most effective with your audience and most in-line with your own preferences and capabilities.
  • Lose the self-consciousness. If you’ve lived a low-profile life, you may feel weird about “putting yourself out there” with your thoughts, opinions, and imperfect face, voice or writing style. Understand that you’re not going to be everyone’s cup of tea, but if you stop focusing on how much you can’t stand your own voice and focus on how much you love your subject matter and how much you love helping people solve their problems by using your solutions, you’ll do fine!
  • Get a publicist. Every celebrity (or celebrity salesperson) has an entourage of people whose job it is to show up prepared for every event, breifed, looking great, and armed with the perfect collateral.  Most celebrities do very little of their own writing and research on the causes they advocate.  Speaking gigs, podcast guest appearances, articles, and press releases can all elevate the perception of their authority, credibility and expertise.  Publicists and marketing consultants manage the heavy lifting of identifying opportunities, submitting proposals, and doing the research and writing involved to  leverage their time. Why not give yourself the same advantage?

How to Get Started

LinkedIn is a great place to start.   LinkedIn was noted as the “most respected” social media by a majority of the respondents to our annual Social Media Survey of Aviation Professionals.

Looking better on Linkedin costs nothing but some time, and can really help you be found by, and seen as, a thought leader in the industry.

  • Aviation Marketing Book Club - USP

Aviation Marketing Book Club – The 80/20 Sales and Marketing by Perry Marshall

80/20 sales and marketing aviation marketing book club - four questions about your USP80/20 Sales and Marketing by Perry Marshall – the January selection for the Aviation Marketing Book Club

In January in our Aviation Marketing Master Class, we enjoyed Perry Marshall’s 80/20 Sales & Marketing book.

Our Silver members and above get books in their packages of course materials.

This month’s book, 80/20 Sales and Marketing by Perry Marshall, is a great resource.

And of course, since we are all focused on aviation, we all evaluating the book through our own lens  and thinking –

“How useful is this to me?”

“How will this work with my specific marketing tasks?”

and of course,

“How can I use this in a way that will work best for me?”

I have to say that the one thing I DON’T like about it is that Marshall is a math nerd who assumes that every marketing experiment has enough numbers to run statistically significant A/B tests and so on. This is not always true. One of our clients has a possible universe of prospects of 63. Just 63! That’s it. Which is fine, for a very specialized service. But that makes it just about impossible to split-test!

That said, there’s still FANTASTIC stuff in the book.

Four Questions about Your USP

The first item I’d like to call your attention to is the four questions on page 66 about your USP:

1) Why should I listen to you?
2) Why should I do business with you instead of anybody and everybody else?
3) What can your product (or service) do for me that no other alternative can do?
4) What can you guarantee me that nobody else can guarantee?

I think that last question is the doozy. It really separates a strong USP from a weak one.

The box on page 66 gives some great ideas about things you CAN guarantee that no one else has probably thought of . . .

80/20 sales and marketing aviation marketing book club - the $2700 expresso machine

What’s Your $2700 Espresso Machine?

Marshall suggests that many companies could offer an upgrade that some 20% of their clients would purchase if it were available.  The example he gives is a $2700 Espresso machine available in Starbucks.  

The story and the math behind that number is fascinating – you’ll have to read about it in the book.  But the suggestion to create a top-of-the-line product to offer to your existing customers is a fascinating one.

ABCI’s is a revision of our Executive Business Jet Program.

Basically, ABCI hires, trains and supervises a marketing coordinator that works full-time on-site with your company; and then quarterly we have the CEO/founder/executive team come stay with us for two days in Park City with a film crew to record interviews and other material that we use throughout the year.

We haven’t sold one yet, we’re still working out the details and looking for the perfect candidate and client!

80/20 sales and marketing aviation marketing book club - Marketing DNA TestMarketing DNA Test

Did you take the Marketing DNA test from the Perry Marshall book? Care to share your results?

Mine were not surprising, but enlightening about some of the decisions I’ve made about our team.

I’m good with words and images, and love for things to be recorded, reused and stories retold. I’m not so great at analytics and empathy.

This is why John and I work together so well. He’s great analytics & statistics, I’m not!

And which is why it’s great to have Bert Botta, Jeff Stodola, and Bryan Pilcher on our Master Class team.

Bert in particular does a great job of facilitating the group, making new members feel comfortable and included, and doing our Member Highlight interviews.

Marketing DNA

Share your own results in the comments, if you’ve taken the test and are so inclined!

I think these types of tests are usually not a surprise, but what’s valuable is the shared vocabulary when you’re working with a team – you can understand one another better and understand and appreciate one anothers’ strengths in a more empathetic and useful way.

(As you can see, I need all the help with empathy I can get! One assistant used to call me “M.” – referring to Judi Dench’s character in the newer James Bond movies.)

I get it. And if I had any empathy I would care. 🙂

Last point from the book –

Half your battles were won before you were even born.

80/20 sales and marketing aviation marketing book club - half your battles

You’ll understand this one if you’ve done any international travel. Many of the things we take for granted are specific to the United States and the twenty-first century.

We have the ability to use several marketing methods more cheaply and effectively than at any other place and time in history!

For example:

Since Benjamin Franklin was appointed our first Postmaster General in 1775, billions of pieces of mail with an incredibly high reliability.

Most countries don’t have a postal system that will send a letter three thousand miles in three days for less than a dollar.

Cheap direct mail is a marketing method most of us don’t take advantage of.

Our education system, library system, cheap and reliable Internet, patent protections, and other business and marketing innovations are factors we can and should make more use of that we do currently.

With all of the negative news and focus lately, this was a timely wake-up call.

Next Month – Trust Based Marketing by Dan Kennedy and Matt Zagula

Silver members and above – expect your book (with four handy bookmarks about the things I found to talk about) this week.

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