Good Business
The RFP lottery
May 17, 2012
A new
casino just opened in Cleveland this week and I have
only one thing to say: “Big deal. When I’m in the
mood to gamble, I like to take my chances with RFPs.”
(What the...?)
Ok, let me explain.
Gambling has never appealed to me mainly because I am too much a student of logic and an even bigger observer of the laws of probability. Sure, you might win a hand or two on occasion — enough to keep you believing that you just might have a chance of winning big — but as the saying goes, the house always wins. The same is true for lotteries. Even though the jackpots may seem awfully alluring and a winner is (eventually) guaranteed, the odds are stacked outrageously against you.
In many ways, responding to a publicly posted RFP (Request for Proposal) is a lot like playing the lottery. The message is the same: you can’t win if you don’t play. So dozens of agencies and individuals will spend lots of time and energy trying to pick the right combination of numbers, placing all kinds of formulas and strategy into a system of winning that has no guarantees.
Before I invest any time and consideration into responding to a RFP, I do a little investigating. If the request is sent directly to me, I contact the sender and ask them how they learned about Lime Creative and why I was selected to submit a proposal. I’m not afraid to ask how many other agencies are being considered or if they already have a working relationship with an agency on the list. If the RFP is publicly promoted, I look deep into the organization or business that has posted the request. I learn who the decision makers are, and again I contact them directly with my questions. If they ignore my inquiry entirely, then I am certain they are not investing time into the process because the decision has most likely already been made. However, if they do engage in Q&A, then that is a pretty good sign that they are sincerely interested in finding the right agency for the job. Just like you, they recognize that It’s important to know who you are dealing with, and more importantly start building a possible relationship.
Too often, RFPs serve no purpose other than to meet a requirement of a purchasing policy or to gather free estimates to use against an agency or person who has already been granted the work. Past experience tells me it is very difficult to dethrone a current agency that is meeting even the most minimal requirements. Though an organization may require a new RFP every calendar year, the thought of switching agencies can seem nonproductive and unnecessary. No one likes change, so once you are awarded a contract with some businesses and organizations, you can almost be certain that it’s yours to lose. This is what makes these types of contracts so appealing, but also why you should approach them with a realistic outcome in mind.
So the next time you invest hours constructing the perfect proposal for an open RFP that seems a perfect fit for your agency, take a step back to regain your perspective. You might think you’re the right candidate for the job but then again, I wouldn’t bet on it.
(What the...?)
Ok, let me explain.
Gambling has never appealed to me mainly because I am too much a student of logic and an even bigger observer of the laws of probability. Sure, you might win a hand or two on occasion — enough to keep you believing that you just might have a chance of winning big — but as the saying goes, the house always wins. The same is true for lotteries. Even though the jackpots may seem awfully alluring and a winner is (eventually) guaranteed, the odds are stacked outrageously against you.
In many ways, responding to a publicly posted RFP (Request for Proposal) is a lot like playing the lottery. The message is the same: you can’t win if you don’t play. So dozens of agencies and individuals will spend lots of time and energy trying to pick the right combination of numbers, placing all kinds of formulas and strategy into a system of winning that has no guarantees.
Before I invest any time and consideration into responding to a RFP, I do a little investigating. If the request is sent directly to me, I contact the sender and ask them how they learned about Lime Creative and why I was selected to submit a proposal. I’m not afraid to ask how many other agencies are being considered or if they already have a working relationship with an agency on the list. If the RFP is publicly promoted, I look deep into the organization or business that has posted the request. I learn who the decision makers are, and again I contact them directly with my questions. If they ignore my inquiry entirely, then I am certain they are not investing time into the process because the decision has most likely already been made. However, if they do engage in Q&A, then that is a pretty good sign that they are sincerely interested in finding the right agency for the job. Just like you, they recognize that It’s important to know who you are dealing with, and more importantly start building a possible relationship.
Too often, RFPs serve no purpose other than to meet a requirement of a purchasing policy or to gather free estimates to use against an agency or person who has already been granted the work. Past experience tells me it is very difficult to dethrone a current agency that is meeting even the most minimal requirements. Though an organization may require a new RFP every calendar year, the thought of switching agencies can seem nonproductive and unnecessary. No one likes change, so once you are awarded a contract with some businesses and organizations, you can almost be certain that it’s yours to lose. This is what makes these types of contracts so appealing, but also why you should approach them with a realistic outcome in mind.
So the next time you invest hours constructing the perfect proposal for an open RFP that seems a perfect fit for your agency, take a step back to regain your perspective. You might think you’re the right candidate for the job but then again, I wouldn’t bet on it.
The referral engine
May 14, 2012
I keep
pretty busy and the majority of work I receive comes
to me through referrals. I complete a project, it
gets noticed, creates the expected results, and my
happy client tells anyone who will listen how
brilliant he or she is for having hired me. Or
perhaps someone asks, “Who’s your designer?” and my
name and contact information are handed over like an
insider’s secret. It’s a great way to work because my
best and favorite clients are sending people just
like them, to me for my services.
A few years ago I read a book by John Jantsch called The Referral Engine. It’s chocked full of great strategies that are often counter-intuitive to traditional advertising and marketing methods. While others may advise that casting a big net will catch the most fish, Jantsch contends that the most stable businesses are built one customer experience and relationship at a time. Trust is the number one reason people refer the services of others, and that same trust is the reason others decide to do business with someone they have never met.
Too often, clients come to me with the expectation that if they have a beautiful brochure or website to promote their product or services, that customers will somehow find them. It’s called “The Field of Dreams syndrome,” where people honestly believe, “if you build it, they will come.” Yes, I do agree that having a professionally designed brochure and website can indeed display and generate a certain degree of confidence to potential customers and clients. But confidence is not the same thing as trust. For example, I can be confident that an agency is capable of providing certain services but that doesn’t necessarily translate to me trusting them with my own personal needs. I want to do business with someone I know and trust and if I don’t know the right person for the job, hopefully someone I know does.
The most difficult thing about keeping the referral engine well-lubed and running is getting happy customers and clients to continue to oil the machine. Some clients are simply wonderful — they simply can’t stop talking about you, your product or your services. And it would be great if all customers were like that, but they’re not. Giving a referral is not your customers’ job or responsibility. They are not obligated to do so unless you are compensating them for it and if are, that’s called a paid endorsement. It’s not the same as a genuine, trusted referral. You cannot expect your customers or clients to give you a referral unless you have earned their trust and they are willing to publicly acknowledge the benefits of your business relationship.
So how exactly do you get referrals from clients that are less-inclined to offer them? You ask them. And I don’t mean that you send them a canned LinkedIn message that says, “Will you endorse me?” I’m talking about having a sincere conversation where you and your client discuss the specifics of the completed assignment. Are you happy with the final results? Is there anything you would have liked to have seen done differently? Will you keep me in mind for your future needs? Would you feel comfortable referring me to colleagues and friends who might be in need of my services?
Even though the answers to the questions above might be very favorable, keep in mind that clients do not always think about the importance of referrals until you explain to them how your operation works. They often assume that everyone already knows about your talents and fantastic service; or perhaps that business is so good that you do not need more work. What I have found to be true is that most satisfied clients want to help other trusted businesses succeed. Not only are they willing to tell the story of their experience of working with you, but they often will follow-up to see how their matchmaking efforts have unfolded.
Take time today to refer an individual, business or organization that has helped you achieve your goals. Not only will you be helping them gain the trust of others, but you’ll feel good knowing that those who have served you well know just how important they are to your success.
A few years ago I read a book by John Jantsch called The Referral Engine. It’s chocked full of great strategies that are often counter-intuitive to traditional advertising and marketing methods. While others may advise that casting a big net will catch the most fish, Jantsch contends that the most stable businesses are built one customer experience and relationship at a time. Trust is the number one reason people refer the services of others, and that same trust is the reason others decide to do business with someone they have never met.
Too often, clients come to me with the expectation that if they have a beautiful brochure or website to promote their product or services, that customers will somehow find them. It’s called “The Field of Dreams syndrome,” where people honestly believe, “if you build it, they will come.” Yes, I do agree that having a professionally designed brochure and website can indeed display and generate a certain degree of confidence to potential customers and clients. But confidence is not the same thing as trust. For example, I can be confident that an agency is capable of providing certain services but that doesn’t necessarily translate to me trusting them with my own personal needs. I want to do business with someone I know and trust and if I don’t know the right person for the job, hopefully someone I know does.
The most difficult thing about keeping the referral engine well-lubed and running is getting happy customers and clients to continue to oil the machine. Some clients are simply wonderful — they simply can’t stop talking about you, your product or your services. And it would be great if all customers were like that, but they’re not. Giving a referral is not your customers’ job or responsibility. They are not obligated to do so unless you are compensating them for it and if are, that’s called a paid endorsement. It’s not the same as a genuine, trusted referral. You cannot expect your customers or clients to give you a referral unless you have earned their trust and they are willing to publicly acknowledge the benefits of your business relationship.
So how exactly do you get referrals from clients that are less-inclined to offer them? You ask them. And I don’t mean that you send them a canned LinkedIn message that says, “Will you endorse me?” I’m talking about having a sincere conversation where you and your client discuss the specifics of the completed assignment. Are you happy with the final results? Is there anything you would have liked to have seen done differently? Will you keep me in mind for your future needs? Would you feel comfortable referring me to colleagues and friends who might be in need of my services?
Even though the answers to the questions above might be very favorable, keep in mind that clients do not always think about the importance of referrals until you explain to them how your operation works. They often assume that everyone already knows about your talents and fantastic service; or perhaps that business is so good that you do not need more work. What I have found to be true is that most satisfied clients want to help other trusted businesses succeed. Not only are they willing to tell the story of their experience of working with you, but they often will follow-up to see how their matchmaking efforts have unfolded.
Take time today to refer an individual, business or organization that has helped you achieve your goals. Not only will you be helping them gain the trust of others, but you’ll feel good knowing that those who have served you well know just how important they are to your success.
Are you fooling yourself?
April 01, 2012
One
group of individuals that I spend a great deal of
time with is other small business owners. I have
several friends that have ventured out on their own
and started their own companies. The majority of my
clients are micro-businesses that have been in
existence for less than five years. So when I say
that I understand the concerns of the small business
owner, it’s true — I really do get it. Just like
them, I consider every penny I invest into my
business carefully. But more importantly, I consider
every minute I invest into my business, too.
We live in an age of “do-it-yourself-ism.” No matter what it is that we wish to attempt on our own, there is a considerable amount of information that can be found in books, online and on television about almost any conceivable topic. Most of this information is relatively accurate and very useful. With the right tools and a little confidence to try, most of us have experienced the pride of having changed our own headlight or installed a new bathroom faucet. When you have the time, you can save a little (or a lot) of money along the way.
However, many times in our quest to save money, we overextend and even waste our most valuable asset: time. Money will always come and go, can be borrowed, saved, spent or even given away; but time is a far less-forgiving currency. You only get so much (exactly 24 hours in a day) and how you choose to spend it is completely up to you.
I often tell the story of the small business owner that is the fastest typist in her organization. Instead of passing the task onto her secretary who is slightly slower at typing than she is, she continues to spend several hours a week pounding away at her keyboard because she believes this is saving company time if she does it herself. After all, the typing should be completed by the fastest typist, right? In reality, the difference between her words-per-minute and her secretary’s over the course of the week is maybe only an additional hour or so. More importantly, when you consider what other things could have been accomplished by the business owner within that time instead — the completion of more challenging tasks and top-level decisions that require her leadership and direction to move the company forward — you begin to realize the true cost of her trying to “save time.”
As a graphic designer, I often hear people say that they like “doing” their own design and marketing because it is fun to play with the different programs, fonts and clipart that came with their computer. I will be the first to admit that they are right — playing with these tools can be a great deal of fun and with a little trial and error, even a small child could probably be successful at building something that looks presentable. Software companies have gotten very good at including all kinds of canned effects, templates and imagery that make it easy to assemble a visually pleasing layout. However, what the programmers and software developers are not able to include within their pre-fabricated “designs” is authenticity. Essential elements of good design include audience identification, targeted and relevant content, a unique selling proposition, creative delivery and originality — all specific to you and your company and directed toward your consumer. As we all become introduced to pre-designed templates, stock images and free fonts — the more they are being used in a widespread manner — the more important original and creative design becomes. Remember, design is not just about how something looks; it is about how it functions as well.
As a small business owner, you must ask yourself the following questions if you are sincere about marketing your business and utilizing your time wisely:
What is it that you do best? If it’s not design, are you sure you should be doing it?
We live in an age of “do-it-yourself-ism.” No matter what it is that we wish to attempt on our own, there is a considerable amount of information that can be found in books, online and on television about almost any conceivable topic. Most of this information is relatively accurate and very useful. With the right tools and a little confidence to try, most of us have experienced the pride of having changed our own headlight or installed a new bathroom faucet. When you have the time, you can save a little (or a lot) of money along the way.
However, many times in our quest to save money, we overextend and even waste our most valuable asset: time. Money will always come and go, can be borrowed, saved, spent or even given away; but time is a far less-forgiving currency. You only get so much (exactly 24 hours in a day) and how you choose to spend it is completely up to you.
I often tell the story of the small business owner that is the fastest typist in her organization. Instead of passing the task onto her secretary who is slightly slower at typing than she is, she continues to spend several hours a week pounding away at her keyboard because she believes this is saving company time if she does it herself. After all, the typing should be completed by the fastest typist, right? In reality, the difference between her words-per-minute and her secretary’s over the course of the week is maybe only an additional hour or so. More importantly, when you consider what other things could have been accomplished by the business owner within that time instead — the completion of more challenging tasks and top-level decisions that require her leadership and direction to move the company forward — you begin to realize the true cost of her trying to “save time.”
As a graphic designer, I often hear people say that they like “doing” their own design and marketing because it is fun to play with the different programs, fonts and clipart that came with their computer. I will be the first to admit that they are right — playing with these tools can be a great deal of fun and with a little trial and error, even a small child could probably be successful at building something that looks presentable. Software companies have gotten very good at including all kinds of canned effects, templates and imagery that make it easy to assemble a visually pleasing layout. However, what the programmers and software developers are not able to include within their pre-fabricated “designs” is authenticity. Essential elements of good design include audience identification, targeted and relevant content, a unique selling proposition, creative delivery and originality — all specific to you and your company and directed toward your consumer. As we all become introduced to pre-designed templates, stock images and free fonts — the more they are being used in a widespread manner — the more important original and creative design becomes. Remember, design is not just about how something looks; it is about how it functions as well.
As a small business owner, you must ask yourself the following questions if you are sincere about marketing your business and utilizing your time wisely:
- What do my current marketing materials (or lack of) say about me and my company?
- Do I really have the time, skills, tools and knowledge to design my own marketing materials and website?
- Do the materials I design for myself look professional, generate leads and evoke interest in my company? Are they working for me?
What is it that you do best? If it’s not design, are you sure you should be doing it?
The Reality of Focus
November 20, 2011
Have you
ever noticed that what you focus your attention and
efforts on is exactly what gets accomplished? I
believe our brains are wired for success and when we
make a direct connection to someone or something, it
becomes not only our focus, but eventually it becomes
our reality.
And then there are the things that we neglect and completely ignore because whatever it is, it lacks the urgency of our attention. These are things like the emails we intended to respond to later but haven’t gotten around to yet, or the mountain of junk mail piling up on the corner of the desk, or maybe the blog that hasn’t been updated in almost three months (ahem). All of these things are time stamped because someone decided “when” is obviously of some importance. And so the “when” of now becomes the “when” of how long it has been since we had the time to focus our attention of these sorts of things. We realize how much time has passed, however what we may not realize right away is that what we haven't focus upon also becomes our reality.
So, like you, I am struggling with how to pay attention to everything that matters. I make lists and I prioritize according to importance, urgency and opportunity. I try to avoid time sinks altogether while being mindful of where I am losing time and of what things might help me maximize my day and efforts. It’s challenging; there are no short cuts or easy answers. Divide your focus and you risk compromising performance. Focus on one task, one client or one project at a time and you risk excluding others. It would be great if the “when” could always be now, but let’s face it: that’s not reality.
And then there are the things that we neglect and completely ignore because whatever it is, it lacks the urgency of our attention. These are things like the emails we intended to respond to later but haven’t gotten around to yet, or the mountain of junk mail piling up on the corner of the desk, or maybe the blog that hasn’t been updated in almost three months (ahem). All of these things are time stamped because someone decided “when” is obviously of some importance. And so the “when” of now becomes the “when” of how long it has been since we had the time to focus our attention of these sorts of things. We realize how much time has passed, however what we may not realize right away is that what we haven't focus upon also becomes our reality.
So, like you, I am struggling with how to pay attention to everything that matters. I make lists and I prioritize according to importance, urgency and opportunity. I try to avoid time sinks altogether while being mindful of where I am losing time and of what things might help me maximize my day and efforts. It’s challenging; there are no short cuts or easy answers. Divide your focus and you risk compromising performance. Focus on one task, one client or one project at a time and you risk excluding others. It would be great if the “when” could always be now, but let’s face it: that’s not reality.
Managing Expectations
August 23, 2011
One of my favorite short reads is a little book by Pat Matson Knapp entitled Designers in Handcuffs. Now before you get all excited thinking this book is about designers being arrested for illegal activities or kinky adult behaviors, let me share the subtitle with you: How to create great graphics when time, materials and money are tight. I'll admit, it's not as exciting of a read as the other two options might be, but it is a clever little resource that I reference every now and again to make sure I am thoroughly exploring all of my design resources.
This morning I pulled the book from my shelf and it automatically opened to a well-worn page that I have read numerous times before. It's page 21 to be exact and it's a great discussion about managing client expectations by Bob Bapes or Bapes and Associates in Oak Park, Illinois. According to Mr. Bapes, "You can have it cheap. You can have it fast. You can have it good. But you can't have it cheap, fast and good. Pick any two." So let's take a second and think about why this is true.
GOOD and CHEAP
Let's say you are the client and cost is your biggest concern, but you still want quality. You can have quality without a big budget, but it takes extra time to seek out cost-effective solutions. Chances are, due to your smaller fee, only one person on a creative team will be able to work continuously on your project, too. But by planning ahead, exploring less-expensive alternatives and remaining flexible with your deadline, you can achieve incredible results on a very limited budget.
GOOD and FAST
Now let's assume that an opportunity has presented itself and you need a well-designed brochure fast. This is your big chance to really break into a new market, so quality is a must. Your design agency hears your distress call, so it's all hands on deck as they begin planning your project, writing copy, designing it, proofing it and then proofing it again before it's off to the presses as quickly as humanly possible. Guess what? With all of those professionals working overtime and the printer applying rush charges, you're going to pay considerably more than you would have under normal circumstances. But if the opportunity truly is a make or break moment in your business growth, spending the extra money may be money well spent.
FAST and CHEAP
This seems to be the most popular combination that everyone thinks they want until they learn the hard way that quality is pretty rare under these combined circumstances. Sure, sweat shops and slavery could be argued as the exceptions to this rule, but do you really want to even consider those as options? Let's face it, magic wands do not exist. Pretending that the quality of your marketing materials doesn't matter may make you feel momentarily better about your decision to want it fast and cheap. But remember this: your audience, customers and clients can and will notice your indifference to quality, and that will lead them to assume that it applies to everything your business has to offer.
In all seriousness, quality is achieved at the expense of either time or money, and sometimes even both. It's that simple.
So many experts, so little expertise
May 24, 2011
How is
it possible that we have so many experts among us?
Are we really that smart as a society? Or have we
really lowered our expectations of what being an
expert really means.
I am always slightly amused (and admittedly skeptical) when I encounter someone in his or her early twenties who uses the title of expert. Really? Unless you were a child prodigy who began practicing your craft at a very tender age, how is that possible? Realistically, unless a person is brought up inside the family business, working day-in and day-out along side their parents and siblings, it is exceptionally rare. Yes, we will always have outliers like Bobby Fischer, Ludwig van Beethoven and Tiger Woods — young people who displayed extraordinary amounts of expertise at a very young age. But these three individuals are just that: extraordinary outliers. They are not average people.
For over eight years, I worked on a college campus as a graphic designer in the university's marketing department. I was literally surrounded by critical thinkers and individuals who had dedicated their entire lives to the pursuit of their passions. The term "expert" meant just that and I rarely doubted its usage. But today, I am in a completely different world, one filled with an abundance of overused marketing messages and self-proclamations. "Experts" are everywhere and most have one agenda: trust me enough to buy from me. So really, are these individuals "experts of their industry" or "experts of persuasion?"
I get really nervous when I think about the influence and impact that a hired "expert witness" has on a jury. I get even more uneasy when I think about an entire industry of "experts" that are online teaching others how to become "experts" too. No mastery of any profession or skill needed. For example, one online "expert" suggests that to increase your number of followers on Facebook® and connections of LinkedIn®, one can become an "expert" by commenting on posted discussions. It doesn't matter what the content is or even if it's factual; after all, this is a numbers game. Your "expertise" is measured by how many sheep you can herd.
My fear is that we no longer value the difficult and hard-won journey involved in the pursuit of knowledge and true expertise. I think back to my own graduate school days when my classmates and I inhaled books and exhaled critical reviews until the practice became as effortless as breathing. It forced me to become a critical thinker and consumer of information. I developed the necessary skills to balance and weigh content and measure its significance. And that's what experience does, whether you discover it in a college classroom, on the job or through the school of hard knocks.
I know, the idea of practice and applied experience is rather an outdated attempt at expertise. It isn't easy and it certainly isn't pretty. But in my opinion, it is necessary if you truly want to be a professional and regarded as an expert.
I am always slightly amused (and admittedly skeptical) when I encounter someone in his or her early twenties who uses the title of expert. Really? Unless you were a child prodigy who began practicing your craft at a very tender age, how is that possible? Realistically, unless a person is brought up inside the family business, working day-in and day-out along side their parents and siblings, it is exceptionally rare. Yes, we will always have outliers like Bobby Fischer, Ludwig van Beethoven and Tiger Woods — young people who displayed extraordinary amounts of expertise at a very young age. But these three individuals are just that: extraordinary outliers. They are not average people.
For over eight years, I worked on a college campus as a graphic designer in the university's marketing department. I was literally surrounded by critical thinkers and individuals who had dedicated their entire lives to the pursuit of their passions. The term "expert" meant just that and I rarely doubted its usage. But today, I am in a completely different world, one filled with an abundance of overused marketing messages and self-proclamations. "Experts" are everywhere and most have one agenda: trust me enough to buy from me. So really, are these individuals "experts of their industry" or "experts of persuasion?"
I get really nervous when I think about the influence and impact that a hired "expert witness" has on a jury. I get even more uneasy when I think about an entire industry of "experts" that are online teaching others how to become "experts" too. No mastery of any profession or skill needed. For example, one online "expert" suggests that to increase your number of followers on Facebook® and connections of LinkedIn®, one can become an "expert" by commenting on posted discussions. It doesn't matter what the content is or even if it's factual; after all, this is a numbers game. Your "expertise" is measured by how many sheep you can herd.
My fear is that we no longer value the difficult and hard-won journey involved in the pursuit of knowledge and true expertise. I think back to my own graduate school days when my classmates and I inhaled books and exhaled critical reviews until the practice became as effortless as breathing. It forced me to become a critical thinker and consumer of information. I developed the necessary skills to balance and weigh content and measure its significance. And that's what experience does, whether you discover it in a college classroom, on the job or through the school of hard knocks.
I know, the idea of practice and applied experience is rather an outdated attempt at expertise. It isn't easy and it certainly isn't pretty. But in my opinion, it is necessary if you truly want to be a professional and regarded as an expert.
Some food for thought about logos
April 18, 2011
The
other night, I attended a local professional event in
which a “branding expert” asked me what I did for a
living. When I answered that I am a graphic designer,
I studied his reaction very closely. After all,
that’s what skilled designers do — we observe,
dissect and analyze everything that interests us, and
I have long been interested in what others think
about [us] graphic designers. So I watched and I
waited, expecting to see some bit of interest or
curiosity regarding my answer. But there was none —
not even a hint of industry recognition. Honestly, I
didn’t expect him to be impressed by my title or
profession, and I can even respect him for not
feigning interest if that is the case. For a moment I
actually considered that he might be hearing-impaired
or perhaps spoke another language. But just as I was
about to repeat my answer, he said “Branding. Isn’t
that a great name?”
Huh? OK. I admit this should have been my warning and opportunity to excuse myself to the nearest restroom, but I didn't. I was trying to be polite and besides, I genuinely enjoy talking shop with people in my industry.
I assumed it was just a rocky start and that the conversation would eventually get better... but it didn't.
And so the conversation went something like this:
"Do you
do
logos? I just
had a logo done.
I hired a company for something like fifty bucks
and they gave me like ten different logos from different people all over the place
to choose from. I got to pick the one I liked. Are you familiar with that?”
“Um... yes. It’s a form of crowdsourcing and it’s rather frowned upon in the professional
design industry.”
“Oh, I bet it’s not good for you and your business but it’s great for me, you know… the customer.”
(Now imagine a smug look on his face, as though he has just dismissed me as a threat or competitor of
some kind. Again, huh? Sir, my goal is to help you surpass your competition!)
“Well, I guess it all comes down to what you’re looking for.”
End of conversation. (thankfully)
So here I am, several days later and this brief exchange of words is still rolling around in my head. I wish so badly that I had taken the time to correct him when he concluded that crowdsourcing was good for the customer. Because seriously, it’s not. Do you honestly believe that a person doing logos for a chance to be selected from among several other contributors — for a chance to earn a small percentage of fifty bucks — really put any significant time, thought, effort, research, strategy or audience consideration into your logo development? Do you really believe that your logo is original and it accurately represents what your company or organization is truly about?
My ego took a light bruising that night but I am over it now. I'm sure that to some, being a graphic designer is the equivalent of being a microwave oven operator — just push a few buttons and wa-la, you have instant, processed junk food and warmed-up leftovers. So please, eat it up if that’s what satisfies your appetite. As for me, I’ll keep toiling over the special ingredients and necessary preparation in my own pursuit of great taste.
Huh? OK. I admit this should have been my warning and opportunity to excuse myself to the nearest restroom, but I didn't. I was trying to be polite and besides, I genuinely enjoy talking shop with people in my industry.
I assumed it was just a rocky start and that the conversation would eventually get better... but it didn't.
And so the conversation went something like this:
and they gave me like ten different logos from different people all over the place
to choose from. I got to pick the one I liked. Are you familiar with that?”
“Um... yes. It’s a form of crowdsourcing and it’s rather frowned upon in the professional
design industry.”
“Oh, I bet it’s not good for you and your business but it’s great for me, you know… the customer.”
(Now imagine a smug look on his face, as though he has just dismissed me as a threat or competitor of
some kind. Again, huh? Sir, my goal is to help you surpass your competition!)
“Well, I guess it all comes down to what you’re looking for.”
End of conversation. (thankfully)
So here I am, several days later and this brief exchange of words is still rolling around in my head. I wish so badly that I had taken the time to correct him when he concluded that crowdsourcing was good for the customer. Because seriously, it’s not. Do you honestly believe that a person doing logos for a chance to be selected from among several other contributors — for a chance to earn a small percentage of fifty bucks — really put any significant time, thought, effort, research, strategy or audience consideration into your logo development? Do you really believe that your logo is original and it accurately represents what your company or organization is truly about?
My ego took a light bruising that night but I am over it now. I'm sure that to some, being a graphic designer is the equivalent of being a microwave oven operator — just push a few buttons and wa-la, you have instant, processed junk food and warmed-up leftovers. So please, eat it up if that’s what satisfies your appetite. As for me, I’ll keep toiling over the special ingredients and necessary preparation in my own pursuit of great taste.
Going up
February 09, 2011
Are you
going up, or going down? Or perhaps you feel like you
are stuck somewhere between floors? What exactly am I
talking about? I'm talking about your elevator
speech.
Your elevator speech is basically a brief 60-second (or less) synopsis of who you are, what you do and why you matter. It's your pitch. It's your song and dance. It's your hook, line and sinker. And the more prepared and polished it is, the more confident and professional you will sound when you say it.
But let's get one thing straight before you begin writing. Your elevator speech is not meaningless schtick that you recite on cue for potential customers. Nor is it intended to be an infomercial filled with exaggerated claims and high pressure tactics. Let's face it — there's no credibility in that.
Instead, be sincere and truly believe what it is you are saying. Make genuine eye contact. Smile. Speak slowly and clearly and most importantly, speak with conviction. Be brief, yet thorough. Smile again. Most importantly, try to leave a lasting impression.
Do you have your elevator speech ready? If not, here are a few tips in helping you craft the perfect ice breaker:
Remember, keep it simple and honest. Everything begins with a sincere "Hello."
Your elevator speech is basically a brief 60-second (or less) synopsis of who you are, what you do and why you matter. It's your pitch. It's your song and dance. It's your hook, line and sinker. And the more prepared and polished it is, the more confident and professional you will sound when you say it.
But let's get one thing straight before you begin writing. Your elevator speech is not meaningless schtick that you recite on cue for potential customers. Nor is it intended to be an infomercial filled with exaggerated claims and high pressure tactics. Let's face it — there's no credibility in that.
Instead, be sincere and truly believe what it is you are saying. Make genuine eye contact. Smile. Speak slowly and clearly and most importantly, speak with conviction. Be brief, yet thorough. Smile again. Most importantly, try to leave a lasting impression.
Do you have your elevator speech ready? If not, here are a few tips in helping you craft the perfect ice breaker:
- Think about your key strengths and use adjectives that describe you and your work ethic best.
- Be sure to include things about yourself or about your service/product that you feel are important or set you apart from others.
- Anticipate and know the audience (or individual) you plan to deliver your elevator speech to. Have several slightly modified versions of your speech ready in your head, and be prepared to answer why are you interested in them.
- State clearly how you might be able to contribute to their success or find solutions to their problems. Cut the crap. Be sincere and use meaningful language.
- Give the listener permission to contact you and have your contact information ready. Never leave home without your business cards.
Remember, keep it simple and honest. Everything begins with a sincere "Hello."