Tag Archives: Chicago

Memo to a Mayor: Make Chicago the most socially connected city government

A couple months ago, I heard Chicagoland Chamber of Commerce President Jerry Roper tell a story of how Mayor Richard J. Daley (that would be Chicago’s first Mayor Daley for history buffs) used to instruct staff members closest to him to always carry a pad of paper with them. That way, when they saw something in their daily lives such as a pothole in need of fixing, they would jot that down and give it to the Mayor. I’d like to think the pothole in question then got promptly fixed.

I can also remember Newark Mayor Cory Booker speaking on Piers Morgan’s program on CNN about how he successfully used Twitter this past Winter to quicken emergency response times toward those residents trapped by a snowstorm.

Some say these examples are from long ago or apply to a smaller city than our own. But really – is the notion that Chicago be the most socially connected city be a pipe dream? No. I don’t think so. In fact, I believe we have the tools and resources to make this possible. And I think a relatively new Mayor in Rahm Emanuel is the perfect opportunity for renewed advocacy and accessibility with governmental leaders.

Let’s start with the ground level.
If someone sees a pothole, we may complain about it and say, “somebody should fix that.” Or we could snap a picture of it and tweet it to an alderman or City Hall with the location of where it is. At the end of this post, I’ll give you their Twitter handle if they have one. Easy enough? You know it is. You have time to use your phone for good in between games of Angry Birds.

Getting City Council More Social
Every Chicago Alderman should set up with a Twitter handle so they can be sent questions in the form of tweets from their constituents and respond in kind. Or use it to listen to relevant conversations going on among Chicago’s most passionate citizens. Currently, only about 1/2 of the 50 Wards have Twitter accounts and several of those are poorly updated (but glad to see my neighborhood’s Alderman, Tom Tunney, doing a good job with the tweets – @AldTomTunney). For more in-depth postings that incorporate pictures and video, having a Facebook page is not the worst idea, particularly since most constituents are likely on Facebook if they are not on Twitter. All you need once you’re set up with an account is to be responsive to the people who most likely live in your designated area – which is, after all, what you were elected to do, right?

Town Hall meetings
What works for President Obama can work at the very localized level too – broadcast Town Hall meetings or other types of monthly discussion meetings on YouTube to bring together roundtables of citizens with their Alderman to discuss topics that need to be raised. Now, I understand that the content at times may be no more thrilling than C-Span, but I didn’t say this has to be recorded in its entirety either. Taking the most useful snippets that are then posted on the Alderman’s site can help convey quick answers to questions that are very top-of-mind for the neighborhood.

Civic Investment
As funding from the private sector is important to help grow our city, each of our Aldermen should also be set up with a page from the leading B2B website, LinkedIn. I’m not merely talking about creating a page, however. I’m talking about creating an outlet for connections between the politician and corresponding C-level executives as well as associations can occur. It takes no time to create this and establish connections. Besides, LinkedIn also has a Polls application and no matter how much they say they don’t look at them, politicians can gain some significant insight and goodwill from polling their constituents on a variety of local issues.

“How do I do this?”
For the politicians: It’s incredibly simple to be set up with the right tools to engage your electorate on a daily basis, including all the ones I’ve outlined above and then some. It’s smart for your visibility, accessibility and yes, your election or re-election efforts. The main point is that what I’m suggesting is a small but important opportunity to improve communication between City Hall and its citizens just a little bit better. The upside is worth the investment of time.

For the people: Courtesy of the people at Progress Illinois, here’s a Chicago Aldermanic Twitter Directory. If your Alderman is on this list, connect to him or her and make the link to government in Chicago just a little bit closer. Don’t forget to follow our Mayor while you’re at it – @RahmEmanuel.

For those who may question the effectiveness of being the most socially connected city…do you really find the traditional way of getting things done in politics marvelously efficient?

That’s what I thought. Let’s give this way a try now.

Downers Grove Golf Club travels back in time to go forward

There used to be a time when country clubs and golf clubs could mention who their course was designed by, show some great aerial photos of the course and rely on that to do much of the heavy lifting for drawing interest.

Those days are gone and I don’t think they’re going to return. Clubs of all varieties find themselves trying to plant their stake in the ground when it comes to positioning themselves and standing out. Why? People aren’t walking away from playing the game in the midst of economic turmoil (walking away temporarily due to their scores, perhaps), but these people certainly are being given options to explore. And it’s forcing clubs to get creative. Yet, some of the “creativity” I’ve seen from club managers consists of price-driven daily specials to get golfers in the door that may give a short jolt at best for a slow day but rarely results in any long-term loyalty.

When a golf club or country club can build an effort that’s true to who it is as a brand based on its heritage or profile of members, I think it’s got a genuine story to share that’s worth telling. When it’s not genuine (i.e. a country club that pretends to be kid-friendly toward potential new members despite the fact there aren’t any facilities or programs to cater to children), people find out not long after the membership Open House, if not right then and there.

So it was refreshing to witness a tournament that plays so well into the fabric of what a club is all about. Downers Grove Golf Club  is the oldest golf course in America west of the Allegheny mountains, established in 1892. Sure, this is a nice factoid that’s good for bragging rights vs. your typical course, but rather than resting on its laurels, Downers Grove let its past come to life at the All American Hickory Open this weekend.

If you think this is your ordinary corporate golf tournament, think again.

Put away your tees, sir. You'll be making your tee old-school today from a pile of sand.

The beauty and originality of the Hickory Open is that it is played with pre-1900 golf equipment, including golf clubs and golf balls. As a bonus, I was pleased to see nearly all the players in the tournament getting into the act by dressing the part of a turn-of-the-century golfer too. Knickers and ties for men, ladies with parasols. From a real brand perspective, the result I see here when you have an event like this is that it’s not only a nice piece of revenue for the golf course but hopefully an annual event that gets continued and growing coverage – not as a gimmick but as an authentic tie to the club’s roots. It’s about playing with the instruments of the past on a course that’s as steeped in history as any. Close your eyes and you’d think you’re in 1890. Considering how many of us see the golf course as an escape, think about the number of gents I saw taking pictures of one another as they whacked at a ball not off of a tee, but off a mound made of sand – just like the way they used to do it back then.

They had an experience that was unique, memorable and just as important – tied back to the club. A brand can get a lot of mileage out of a memory like that.

On the left, a ball from the old days. On the right, a modern day ball. Different size, different texture. They hit the one on the left a lot better than you'd expect.

In case you’re wondering, even though there’s definitely a difference from yesterday’s clubs and balls to what we use today, most of the shots I saw with the old sticks were pretty darn good.

If you’re a GM, Membership Director or Board Member of a golf or country club, what are some of the creative ways you’re attracting interest with your authentic brand’s story? If you’re stumped and need a framework on where to begin, here’s a good starting place.

Downers Grove Golf Club is located at 2420 Haddow Ave. in Downers Grove. Call 630.963.1306 for more information.

12 service questions that might be worth $400 million to answer.

The relationship and chemistry side of our business is routinely undervalued for its role in how companies make decisions to stay with an agency. Here’s the truth: Yes, companies choose agencies and stay with them because they produce results. But also because…they like them.

Oh, but nobody could ever say that. Everyone has to appear emotionally impartial and objective. Anything otherwise wouldn’t be proper.

Of course we know that’s not true. When a winning agency presents, it’s hard if not impossible to show emotion on the client side. A curl of a smile. A chuckle. A gasp or even a tear. This is what we’re going for. It’s the pot of gold at the end of the rainbow. Because we know if we elicit that response in you, we have an excellent chance of winning that business because it shows a rapport with you, the immediate audience at hand and ultimately, your target audience.

So why isn’t it just as crucial after we win that business to build these types of positive emotional responses in client service? 

In the wake of SC Johnson’s mammoth defection of $400 million in business away from Draft FCB, I believe there’s more to the story here than merely dollars, cents and creative. Here too, it’s about relationships. Internal relationships within the agency that seemed to go haywire, resulting in longtime departures. Around the same time, new blood that came in from the client side. What it sounds like to me from the report in Crain’s is that what occurred was a perfect storm of personalities internally and externally that couldn’t quite mesh. And that makes it very, very challenging for the rest of an agency to overcome.

Relationships matter hugely on the way in and they matter just as much on the way out.

Let’s see. DraftFCB lost its long-time North American President, CFO and Chief of Staff within the last year – rumored to be due to internal politics. So no lack of gigantic transition there. You can put out all the agency memos you want about people seeking new adventures to minimize it, but there’s no mistaking these kinds of changes on one side are huge. And of course, the clients notice. Hello, new Chief Creative Officer.

Then, SC Johnson undergoes a bunch of changes in management too on their side. Big ones at the top. Hello, new Chief Operating Officer.

And it’s not like this new blood comes from within. Much of it came from the outside, which typically means people with their own agendas rather than trying to maintain continuity and cultural status quo. I’m not saying that’s a wrong move, but these types of transitions aren’t always smooth as silk. And when they happen on BOTH sides of the table around the same period of time? Forget about it.

Before we even talk about the quality of brand strategy, creative and results, can you see where this relationship would be behind the 8 Ball?

Let’s say it once and for all. No agency should feel that just because they have a client for 100 years that they should expect to have that client for Year 101 if the business isn’t cared for and nurtured as if it was won yesterday.

With this in mind, here are 12 service questions to ask yourself that are relevant to many in professional services, not just advertising and marketing:
1. Do you keep your contact aware of new trends affecting their industry regularly?
2.  Did you talk to them on the phone today (not e-mail – you have a voice. Use it.)?
3. How many people outside of your daily contact do you know there? How many of those people are outside of the department of your daily contact?
4. Conversely, how many people have they met from your company besides you? Why not?
5. When was the last time you took a tour of your client’s facility and other locations? 
6. When was the last time you just simply thanked them for their business? 
7. Have they ever referred a piece of business to you from another company? Why not?
8. How many other ways can they reach you besides phone and e-mail? Skype? LinkedIn? Twitter? 
9. Do you have regularly scheduled meetings so the both of you put it on your calendars or are you just waiting for them to call you if they need anything?
10. Have they ever invited you to a luncheon/networking event for an association or cause outside of work? Have you done the same for them?
11. Do you understand their goals not only in terms of “ROI in the next 6 months” but what makes them tick personally and professionally? If you offer to take them to a Cubs game, are they going to be put off because they grew up on the South Side and are rabid Sox fans? What music do they like? Do they play golf? Have kids? These aren’t trivial things to know.
12. Outside of what they need for you to provide for them, how well do you understand all the other factors and forces internally that this person needs to navigate to do their job? When you’re not only someone they can confide in but someone they turn to as a person who helps them brainstorm solutions for greater workplace productivity – and that has NOTHING to do with your actual day-to-day job for them – you’ve hit pay dirt.

Some of those may seem like “no brainers” but you would be shocked how many high-ranking management types don’t do them and think they are small in the big picture.

To which my reply is: How many millions would you like to bet on that?

If you have a great example of a way you’ve extended yourself to clients (preferably not just one-time actions, but regular instances that show how you’ve built trust), let’s hear them in your comments so you can inspire others. 

Simplifying your brain even with an additional 37 Signals.

A thought today that inspires me from Chicago-based 37 Signals.

Rather than add on, think about what you can strip away and simplify to make the experience of working with you more enjoyable for your audience.

Innovation via undoing complexities your customers face. What a refreshing concept in this perpetual “add on” world of ours.

When people have come to me over the last several years with an idea that will launch a new product or service, their minds often start to race with product line extensions, offshoots and even selling the company. All before anyone on Earth knows about them.

This is where taking your eye off the prize can lead you into trouble. I’m paraphrasing, but I can recall reading 37 Signals founder Jason Fried saying to the effect of, “We don’t need to offer training for our products because they’re so intuitive, you just get them.”

He’s right. Just to be on the safe side, they supply 1-2 minute bite-sized videos of each feature of his products, but you never need to watch it more than one time. His project management tools like Basecamp, Highrise and Backpack are that intuitive and easy to grasp. Basecamp essentially allows your team to collaborate and communicate with clients in a way that’s both advanced and very simple (posting thoughts in streams of communication not unlike what you see on Facebook but easier than e-mail).

Let’s look at another company – Yammer takes the concept of e-mail communication and speeds it up internally for greater group communication and input. Sending e-mail back and forth: Clunky. Yammer: Crazy simple.

Think about this notion for a moment as it applies to you. Is your product something that is so simple that nobody would have to sit down with one of your people to understand how it works? That they could just watch a 2-minute video? If not, where do the complications occur?  If you offer a service in the B2B realm that requires a face-to-face, can you structure yourself in such a way that people get exactly the advantage of working with you (“Just go to our website and you’ll see what we do.”)?

This is not an easy challenge as we all have varying things of complexity we sell to the world, whether it be bobbleheads or I.T. solutions. Yet, I believe we hurt our own cause when we try think about one-upping competitors by adding on rather than taking away. It goes back to focusing on what you are absolutely best at, not what you are mildly good at.

By now, this is where I get a reply sort of like the following:

“We’re a full-service accounting firm. We can’t strip away our services. That wouldn’t be realistic.”
Perhaps, but you’re not making it easy on someone to say you can do it all. Really. A more likely and natural scenario is that they’re looking for one service at this moment. Then, in time, you may be able to expand the relationship into other areas as they become more trusting. In other words, are there areas of your communication that could be simplified to focus more on ONE area of service that you are particularly known for or a partner has gained a reputation for that you can play up more than ALL of your parts?

Similarly, if you’re a Realtor, why say you’re the Realtor who has been around for 25 years? No offense, but that’s what a lot of people say. How do you make the process easier on first-time homebuyers in the western suburbs of Chicago?

What I’m getting at is a combination of de-cluttering your brand and clarifying your focus from an operations/technological/process/people perspective.

Simplification of Audience
Be honest with yourself. Who represents the audience you have related best to? If they’re not profitable enough, you can add on another audience to go after, but just remember how that will affect the communication strategy you need to present. I’m a bigger fan of “Here’s how we understand your audience” messaging that’s tailored to a specific group vs. “Here’s what we do at our firm” messaging that aims to appeal to all.

Simplification of Process
It’s not merely about some fancy name and putting a “tm” next to it. Is your process marketable by its simplification or does it follow the same path that any other competitor would expect to follow? From a customer service standpoint, if other companies have a maze of an automated phone system, do you have texting, Skype and other methods that streamline the way to get a hold of you faster? Can you use a product like Square to let them pay for services then and there?

By the way, this has applications to internal processes too. I once worked at an agency that had 8 pages on workflow process, complete with flowcharts for all scenarios. Impractical? You could say that. Talk about a glaring need to do away with extras for the benefit of the end user: the client.

Simplification of Product/Service
What can you “undo” in complexity that is atypical of your industry? This doesn’t even have to mean entirely new products or services – you can start with aspects of your business. For example, if the client expects a mountain of paperwork in order to engage you, what can you do to go paperless or provide just one invoice (there’s a nice environmental angle in this as well)?

Listing all your services is fine, but how do you make it easier on someone to find a wealth of information on exactly the service they know they need? And please, give them more than “We have X employees in the ____ division” when they get there. You’re not making it more complex by adding content here – you’re making it easier for them to make a decision because they’re finding more about you than the other firm and it’s raising your credibility in their eyes.

Simplification of Rewards
Think about the mechanism you can implement that make it easy as pie for a client to understand what they need to do in order to get rewarded from you. Maybe it’s nothing more than giving you their business – so what reward do they get? Maybe it’s a certain number of times visiting your restaurant and checking in on Foursquare. Maybe it’s an Amazon gift card for every qualified referral they make. If they sign up to try your software and forward a link to 5 friends who also sign up, does that original person get an upgrade? In any event, the complexity here isn’t that there’s too many rewards…it’s that there’s usually none. You can take advantage of this empty space others don’t always inhabit by communicating what clients will clearly get for a desired response.

Innovation through simplification. I’d love to hear examples of it you’ve come across, whether in your own company or other brands you’ve encountered.

More praise for State Farm Next Door before the doors open

As the State Farm Next Door launch here in Chicago nears, I’ll post other thoughts from around the web here that are relevant. In fact, I thought I’d share this recent blog post from Brains On Fire, a South Carolina-based agency, on Next Door (they were also nice enough to throw some kudos our way here at Chicago Brander in the process). From a strategical standpoint, their post gives some reinforcement to what I’ve heard in many of your comments on my earlier post that the “selling without selling” approach is not just a feel-good method but a sensible and realistic one for this audience when it comes to planning their futures. Enjoy.