10 Basic Tips For the Internet Explorer (IE)

10 Basic Tips For the Internet Explorer (IE)

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In order to use the Internet Explorer (IE) effectively, we have some basic tips for you to try… Ok let’s go now. 1. To extend the window area of the IE, you can make it easy by pressing the F11 key. Then you press it again in order to return the IE to the normal window. 2. Sometimes you want to search a keyword in a long web page that you are surfing. How do you do ?? Just press Ctrl+F and place the keyword you want. 3. Using Backspace key in your keyboard instead of clicking Back in the IE window. 4. You can close your IE window that you are surfing by Ctrl+W. 5. To see the surfing websites history, Press F4 key to see the URL which you have typed. 6. Press Ctrl+D in order to save the url which you are surfing. And the url will be in the Favorites. 7. To send a web page to your friend. Do you know we can send it by email from the IE’s tools ? Let you try it, go to File > Send > Page by E-mail... 8. To slide the web page by using the keyboard, try it with the arrow keys. To slide it to the bottom and the top of the web page, try the End and Home key. 9. If you find a picture that you prefer it to be the desktop wallpaper, you can immediately set it, right click on the picture area and select the Set as wallpaper. 10. To slide the web page gradually, you may use the Page up, Page down and Spacebar keys. Try it !

Enable and Disable automatically running CD-ROM

Enable and Disable automatically running CD-ROM

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When you insert a CD-ROM disk, your CD-ROM drive always runs automatically for the default setting (autorun CD-ROM). We have a tip to disable running your CD-ROM drive whereas you can enable it running again as you want. This tutorial will teach you to enable or disable running CD-ROM drive by editing a registry. Follow these steps.* Click Start > Run .* In the Run dialog, type regedit and press Enter.* In the Registry Editor window, Go to the path like below, HKEY_LOCAL_MACHINE\SYSTEM\CurrentControlSet\Services\Cdrom* Now you can see the AutoRun DWORD in the right panel, double click on it.* Change the Value data to 0 for disabling automatically running CD-ROM, then click OK. If you want it to automatically run again, you must fill 1 value in the Value data.* Close Registry Editor window and reboot your computer.* Test it by inserting your CD-ROM disk. Now your computer does not automatically runs your disk.

iPod Accessories For Fitness Freaks

iPod Accessories For Fitness Freaks

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Music is regarded as the great motivation tool for loosing fat, its impossible to not see an iPod when you go to a gym. An iPod is almost everywhere. But that’s just one job an iPod or a Mac, if it is played with the right applications vis-à-vis fitness, it can act as a personal trainer, dietitian and trail guide aswell. Let’s see whats more it has stored for you.Nike + iPodNike + iPod system is one accessory for you which works with compatible video iPods like the iPod nano and iPod touch. Nike + iPod have a software that runs on the iPod, a sensor compatible Nike shoe is slipped into shoes and connected with a receiver unit at the base of the iPod (built-in receiver is must like the latest iPod touch).
The software helps users keep an account of distance, speed, calories burned, and the time elapsed in workout, all of them can be synced via your Mac to nikeplus.com. Besides this, it allows users choose or set goals for workouts in terms of time, distance, or calories to burn. The “PowerSong” is a unique feature that allows users to program a kick in when they need instant stimulus for exercise.In the gym, even cardio machines are connected with Nike + iPod, delivering similar information tracking and motivation features as on the cardio machine’s consoles.Obviously all equipments donot requires Nike + iPod, although some newer machines connect and charge video iPods, allowing users listen and view content on larger, built-in console screens.Downloadable WorkoutsThere are downloadable programs available online for rock solid abs, stronger arms, glutes to run on an iPod both for Men’s and Women’s workouts. Some are free and some are chargeable starting at US$9.99. The workouts feature audio that directs you what to do and videos show the live demonstration of exercises.Organisation like Podfitness.com and iTrain, take the iPod workouts even beyond with features like fitness profiles, goals and customization that can be done online which creates custom or recommended fitness workout downloads.Apple’s App StoreApple’s App Store comes to as an icing on cake for iPod touch and iPhone owners. The Healthcare & Fitness section boasts 225 third-party applications that can be downloaded to iPod touch or iPhone. Some of the apps are specially customized for doctors or healthcare professionals focussing on healthy eating, exercise, Body Mass Index (BMI) calculators.The iPump is like a personal trainer on iPod which is reasonably cheap at $2.99. it is Total Body app that stores 80 male and female exercise videos demonstrating proper form including an audio coaching. It can be customised for multi-week progressive workout plans, and intensity features covering reps, sets, and rest intervals during each of the workouts.MyNetDiary is an Online Diet Log helping the health nuts keeping track total calories consumed and total calories burned. Recommends Exercises to achieve an ideal BMI based on height of the person.aSleep is a programmable timer that runs relaxing sounds like ocean waves, rain, instruments, scuba breathing and keyboard typing to sooth the listener for rest.A virtual jump rope application of iPhone or iPod touch accelerometer when switched on, the listener starts jumping as if the iPhone or iPod touch is skipping rope handle. The Jump Rope app counts the number of jumps during a session, as well as the time spent per skips.Tangible Accessories Talking about accessories there are dozens of ipod cases and belt clips already selling in market set to protect iPods and iPhones against shocks from spilling on ground or sweat. The versatile arm band style of case is targeted specifically at exercisers. The nekFIT is a sunglass shaped is yet another accessory that ties up with an iPod and mounts it on a person’s shoulders at the base of their neck. These ipod accessories are very terrific that helps in keeping out the iPod and ear bud cord off the way while exercising.

Computer Repair Tips

Computer Repair Tips

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You only had experience with Windows operated computers, so this is what we referring to you. Computer repair specialists were always hard to find, and many times we had to try to figure out a solution to fix a computer which stopped working, because no specialist would come home, and to take a PC to the service company was extremely troublesome.Computer Repair Tip 1: Defragment OftenThe information on the hard disk is written in chunks called sectors. One application can spread across many such sectors, and if they are not next to each other, the head which reads the information on the hard disk has to make additional movements, thus increasing the reaction time of the computer, resulting in sluggish, slow launch of the respective application. Computer Repair Tip 2: Clean Up Disk ErrorsThis is easy to do: on My Computer, select the drive you wish to clean up errors on, right-click on it, then select Properties. The first option from the second tab of the menu that opens is Check Disk. It won’t run, but you can schedule it to start next time when you’ll reboot your computer. Computer Repair Tip 3: Remove Temporary FilesThis is called the Disk Cleanup and you can find it in the same menu as in Computer Repair Tip no 2. It will free up some space on your hard drive, which is good, but the speed gain won’t be noticeable for human senses.The only computer repair tip that worked perfectly each time, and offered me a fast system, at least for a couple of months was to reinstall Windows.

The Simple Steps to Online Hard Drive Backup

The Simple Steps to Online Hard Drive Backup

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Ensuring you have a second copy of all your important files, documents, videos, photos etc. is a must for any computer user. Backups shouldn’t just be thought of for businesses, they are just as important to personal computers at home especially if they hold precious family memories in the form of videos and photos that could never be created again if lost.Step 1You need to pick a backup service to use. The two popular ones that most people use are either Mozy home backup or Carbonite . Both have similar plans, We Have personally used both and like the software that Carbonite uses better the Mozy but it’s personal preference.Visit one of their sites, sign up under their free trial and download the desktop software used to transfer the files from your PC hard drive to their online storage servers. Step 2Next you need to choose exactly what it is you’re going to backup. Most of us backup our entire My Documents folder, but you may have files stored on other areas of your home or office PC you want backed up as well.After installing the software for the online backup service you’ve chosen their should be a video or some tutorial to walk you through how to add files and folders to your backup set.With Carbonite it’s as easy as right clicking on a file or folder and selecting “back this up”. That file or folder will then be added to your backup set.The great thing about this entire process is that as you add new files and folders to the directories you’re backing up those new items will be added to your backup set online.Step 3Time to start loading those files from your local hard drive onto the online backup server. Thankfully now the process is more or less automatic. You don’t need to move files one at a time up to the online backup server. The software you downloaded and used in step 2 does all that for you.The first time you load everything up it might take sometime, but be patient. The big upload only has to happen that first time. Then from there on only files that are changed, or new documents and files are uploaded.

A Brief Introduction Into TCP/IP

A Brief Introduction Into TCP/IP

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Many people may not know what TCP/IP is nor what its effect is on the Internet. The fact is, without TCP/IP there would be no Internet. And it is because of the American military that the Internet exists.During the days of the cold war, the defense department was interested in developing a means of electronic communication which could survive an attack by being able to re-route itself around any failed section of the network.They began a research project designed to connect many different networks, and many different types of hardware from various vendors. Thus was the birth of the Internet (sorta). In reality, they were forced to connect different types of hardware from various vendors because the different branches of the military used different hardware. Some used IBM, while others used Unisys or DEC.TCP (Transmission Control Protocol) and IP (Internet Protocol) were the protocols they developed. The first Internet was a success because it delivered a few basic services that everyone needed: file transfer, electronic mail, and remote login to name a few. A user could also use the “internet” across a very large number of client and server systems. As with other communications protocols, TCP/IP is composed of layers. Each layer has it’s own responsibility:IP is responsible for moving data from computer to computer. IP forwards each packet based on a four-byte destination address (the IP number). IP uses gateways to help move data from point “a” to point “b”. Early gateways were responsible for finding routes for IP to follow.TCP is responsible for ensuring correct delivery of data from computer to computer. Because data can be lost in the network, TCP adds support to detect errors or lost data and to trigger retransmission until the data is correctly and completely received.How TCP/IP worksComputers are first connected to their Local Area Network (LAN). TCP/IP shares the LAN with other systems such as file servers, web servers and so on. The hardware connects via a network connection that has it’s own hard coded unique address – called a MAC (Media Access Control) address. The client is either assigned an address, or requests one from a server. Once the client has an address they can communicate, via IP, to the other clients on the network. As mentioned above, IP is used to send the data, while TCP verifies that it is sent correctly.When a client wishes to connect to another computer outside the LAN, they generally go through a computer called a Gateway (mentioned above). The gateway’s job is to find and store routes to destinations. It does this through a series of broadcast messages sent to other gateways and servers nearest to it. They in turn could broadcast for a route. This procedure continues until a computer somewhere says “Oh yeah, I know how to get there.” This information is then relayed to the first gateway that now has a route the client can use.How does the system know the data is correct?As mentioned above, IP is responsible for getting the data there. TCP then takes over to verify it.Encoded in the data packets is other data that is used to verify the packet. This data (a checksum, or mathematical representation of the packet) is confirmed by TCP and a confirmation is sent back to the sender.This process of sending, receiving and acknowledging happens for each individual packet sent over the Internet.When the data is verified, it is reassembled on the receiving computer. If a package is not verified, the sending computer will re-send it and wait for confirmation. This way both computers – both sending and receiving – know which data is correct and which isn’t.One nice thing about this protocol is that it doesn’t need to stick to just one route. Generally, when you are sending or receiving data it is taking multiple routes to get to its destination. This ensures data accuracy.Just the facts:TCP/IP addresses are based on 4 octets of 8 bits each. Each octet represents a number between 0 and 255. So an IP address looks like: 111.222.333.444.There are 3 classes of IP addresses:Ranges starting with “1” and ending with “126” (i.e.. 1.1.1.1 to 126.255.255.254) are Class ARanges starting with “128” and ending with 191 (i.e.. 128.1.1.1 to 191.255.255.254) are Class BRanges starting with 192 and ending with 254 (i.e.. 192.1.1.1 to 254.255.255.254) are Class C ( You will notice that there are no IP addresses starting with “127”. These are reserved addresses.)Calculating an IP addressOne of the things that always confused me was how to convert IP address to their Binary form. It is quite simple really. IP addresses use the Binary numbers (“1”s and “0”s) and are read from right to left.Each position in the binary address corresponds to a number, from 1 to 128 and look like this:128 64 32 16 8 4 2 1To calculate an address, simply add the numbers where a “1” appears.For example, the following:00001010 works out to 10. Like this:0 0 0 0 1 0 1 0128 64 32 16 8 4 2 1You can see that the “1”s line up with the 2 and 8 – when you add 2 plus 8 the answer is 10.Since an IP address contains 4 of these octets, it can be displayed in binary like:00001010.00001010.00001010.00001010Therefore, IP Address 10.129.254.1 would be converted to:00001010.10000001.11111110.00000001(8+2) . (128+1) .(128+64+32+8+4+2).(1)While it’s not important for the average person to know how to figure this stuff out, it is important for someone setting up a small network. That is because TCP/IP also uses what are called subnet masks to determine which addresses are valid.

Basics Of Dual-Core Process Computer

Basics Of Dual-Core Process Computer

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The computer has been one of the most amazing and fruitful discoveries man has ever made. It has revolutionized the way man does his things. The way he eats, drinks, sleeps and even thinks. And computer itself has evolved over the years. From the Eniac I to the hand-held palmtops in executives` hands today, computer has changed with the technology. And it has changed our lives too.The latest addition to this revolution of technical upgrading of computers is the dual-core processor technology. It refers to the CPU (Central Processing Unit- the brains of the computer) that possesses two independent and complete execution cores for each of its two processors. The concerned CPU contains two combined processors along with their cache memories and their respective controllers integrated into a singular circuit (commonly known as a silicon chip). The dual-core process computer is suited to multitasking and handling miscellaneous tasks (often unrelated to each other). Because its CPU has two completely independent execution cores and both have independent interfaces to the front bus, it has excellent capacity to execute several programs and tasks simultaneously. Similarly, dual-core process computers may have more processor cores which is actually named as a multi-core process computer. These are highly efficient machines to conduct intensive tasks of computing or program execution at the same instance of time.The Pentium dual-core process computer is the most preferred brand of computer in the market. It has x86-architectured microprocessors integrated onto its circuit. The 32-bit Yonah processors are a base for mobile computers while the 64-bit Allendale processors are maintained for the desktop computers. Both have absolutely different architecture as far as microprocessor technical build is concerned.By early 2007, Intel decided to launch dual-core process computers in the field of notebooks or laptops too. This was a very important and vital decision as there were no other rivals in this phase if the market of computer architecture. Intel had only decided to launch the dual-core process computer system applying to notebooks on the behest of notebook or laptop manufacturers. The first processors to appear in notebooks using the dual-core process computer technology were the Pentium T2060, T2080 and a 32-bit Pentium M based on the Yonah core with a 1 MB L2 cache, instead of the usual 2MB cache memory.Intel had forced a return of the Pentium brand to the market arena on 2006 with a host of low-cost single core Conroe-L core architecture processors with a 1 MB cache. These were numbered `1` to distinguish them from dual core process computer cores that had been labeled with the digit `2`.More recently, on June 3, 2007, Intel released desktop dual-core processors from the Pentium brand. They were named as E2140 and E2160. September 2007 saw the late release of a better and updated model named E2180. These processors support the Intel64 extensions, because of their Allendale derived Core architecture. The power of these dual-core process computers was very imminent as most companies` demands exceeded supply over these multi-processor machines.Dual-core process computer systems have taken over the world of computing today. As of its multi-tasking ability, it has gained world-wide acclaim due to its efficient, quick and yet superior quality program execution and task completion abilities. Heavier programs and complex games may be run with these dual-core process computer systems at the regular pace of conventional single-core processor systems did with light programs on the execution chart.The age of computers had begun a long time back. But the age of sleek and efficient computing with the help of razor-edge technology has just begun with the dual-core process computer systems.

ملفات تبطئ جهازك سارع بحذفها حل بطأ سرعة الجهاز جهاز الكمبيوتر

ملفات تبطئ جهازك سارع بحذفها حل بطأ سرعة الجهاز جهاز الكمبيوتر

ملفات تبطئ جهازك سارع بحذفها

لازالتها ما عليكم الا تطبيق هذه الخطوات الخمس
وعلى مسؤوليتي فأنا استخدم هذه الطريقة
وجهازي ما شاء الله عليه

1- الذهاب الى run وكتابة الامر
dllcache
رح تلاقي الاف الملفات
حدد الكل وامسح ولا تخاف فهذي مخلفات الوندوز
ثم اغلق الصفحة
2- الذهاب الى run وكتابة الامر
recent
حدد الكل وامسح
ثم اغلق الصفحة

3-الذهاب الى run وكتابة الامر
prefetch
حدد الكل وامسح
ثم اغلق الصفحة

4-الذهاب الى run وكتابة الامر
temp
حدد الكل وامسح
ثم اغلق الصفحة

5-الذهاب الى run وكتابة الامر
%temp%
حدد الكل وامسح
ثم اغلق الصفحة

حاول تكرار هذه الخطوات كل يومين او ثلاثة
للتخلص من المخلفات الغير ضرورية في الجهاز
فهي تسرع وتعطي مساحة في الجهاز
وعلى فكره انا فعلا جربتها بتسرع جهاز
يعنى متقلقوش خالص

برامج هامة في جهازك ولا تدري عنها شيئاً برامج الكمبيوتر

برامج هامة في جهازك ولا تدري عنها شيئاً

[

برامج حلوة في جهازك وانت مش دراي عنها؟؟؟

بسم الله الرحمن الرحيم

السلام عليكم ورحمه الله وبركاته

:0;:

هل تعلم ان يوجد في جهازك العديد من البرامج التي تنزل مع الوندوز وانت لا تعلم عنها شيء !!!!

برامج و الله خطيرة و مفيدة ..

اخليكم مع البرامج و كيفية اظهارها

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Private Character Editor

وهو لتصميم الأيقونات والكراكترز ... ويمكنك الوصول إليه من خلال

Start
ومن ثم

Run

وتكتب الأمرالتالي

EUDCEDIT

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iExpress

لتحويل ملفاتك إلى ملفات تنفيذية ... ويمكنك الوصول إليه من خلال

Start

ومن ثم

Run

وتكتب الأمرالتالي

iexpress

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Local Group Policy Editor

ويمكنك الوصول إليه من خلال

Start

ومن ثم

Run

وتكتب الأمرالتالي

gpedit.msc

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Disk Cleanup

يعمل على تنظيف الهارد ديسك لتوفير المساحة

Start

ومن ثم

Run

وتكتب الأمرالتالي

cleanmgr

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Clipboard Viewer

لعرض الملفات التي تم نسخها وتم حفظها في الكليب بورد

Start

ومن ثم

Run

وتكتب الأمرالتالي

clipbrd

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Dr Watson

لمعالجة بعض مشاكل النظام

Start

ومن ثم

Run

وتكتب الأمرالتالي

drwtsn32

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Microsoft Synchronization Manager

لتتمكن من تصفح صفحات الويب التي تعمل على إضافتها له اثناء عدم الإتصال

Start
ومن ثم

Run

وتكتب الأمرالتالي

mobsync

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****** Media Player 5.1 ******

لإظهار ويندوز ميديا بليير الخاص بويندوز اكس بي

Start

ومن ثم

Run

وتكتب الأمرالتالي

mplay32

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ODBC Data Source Administrator

للتحكم بالداتا بيس

Start

ومن ثم

Run

وتكتب الأمرالتالي

odbcad32

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****** for Workgroups Chats ************

للمحادثة عبر الشبكة

Start

ومن ثم

Run

وتكتب الأمرالتالي

winchat

منقول

كيف تفتح جهاز مقفل برقم سرى؟؟؟

كيف تفتح جهاز مقفل برقم سرى؟؟؟؟؟

كيف تفتح جهاز مقفل برقم سرى؟؟؟




كيف تفتح جهاز مقفل برقم سري !!


الرقم السري اول هو الذي ياتي في بدأيت تشغيل الكمبيوتر؟

طريقة فتح الجهاز المقفل بالرقم السري

بعض الأجهزة تكون مقفلة برقم سري وعند تشغيلها تطلب الرقم السري
وإليكم هذه الطريقتين لفتح الجهاز المقفل بالرقم السري

====================================


1 / الأولى : قم بإدخال ما بين القوسين { award-sw }
بدلاً من الرقم الأصلي ، وهذه الطريقة نسبه نجاحها 95%.


2 / الثانية : القيام بعملية إخراج البطارية الصغيرة التي توجد داخل صندوق الجهــاز
من مكانـها ثم إعادتـها مرة أخرى ، والموجودة في اللوحة الرئيسية لجهاز الكمبيوتر
ونسبة نجاحها 100% والسبب هو لأن تلك العملية سوف تؤدي إلى الإلغاء النهائي
لعملية الإقـفال السري ، والبداية من جديد دون أية أضرار قد تحد ث لجهــازك.


ملاحظه

البطاريه موجوده في المذر بورد داخل الجهاز المسمي بالكيسي والسبب في فقد الرقم السري الان البطاريه تعمل بشكل مستمر حتي والجهاز مفصوال عن التيار والدليل التوقيت اي الساعه وتقويم التواريخ وعند فصل وحده البطاريه فنها تفقد المعلومات المذكوره

هام جدا لكل متقدم او يفكر بالتقدم فى Icdl

هام جدا لكل متقدم او يفكر بالتقدم فى Icdl

فى الفتره الاخيره ومع التقدمات العلميه فى مجال الحاسبات ظهرة شهاده معتمده من اليونسكو وهى رخضة قيادة الحاسب الدوليه او ICDL International Computer Driving Licence
عندما تذهب لتتقدم تشترى 7 كتب لكى تذكر منهم كتاب او (مديول) لكل ماده وهم كالاتى:
1. IT معلومات تكنولوجيه او Information technology
2. الويندوز WINDOWS
3. الورد WORD
4. الاكسل Spreadsheets
5. البور بوينت Presentation
6. الاكسس Database
7.الانترنت و الايميل INTERNET & MAIL
ويبداء تزكر من هذه الكتب ويتمتحن مره كل 10 او 15 يوم بحد اقصى 3 مواد
والبعض يقول ان الاسئله تاتى غير متوقعه والبعض الاخر يقول انه عندما يصل الى نهاية الكتاب (المديول) يكون نسى اوله ويطالبون نماذج امتحانات لهذا بدات فى تجميع هذا الموضوع فى رابط واحد
ملف مساحته 32MB
الملف به االكتب بالغتين العربيه والانجليزيه
وبه ايضا نماذج الامتحانات كامله
متطلبات التشغيل
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It’s easier to say No to some than others :Business Strategy /Financial Advisors

As we mentioned earlier, we are also looking to analyse the degree to
which opinions from certain influencer categories can be rejected or
sidelined. We have high hopes we can integrate this into our methodology
soon. Receive a press release informing you that a new car is being
launched and it is easy to ignore. Especially if it doesn’t fit with the current
direction of your decision-making. See an advert on TV for it and once
more it’s easy to ignore. Receive a letter from your accountant informing
you that this new car will save you considerable tax and it becomes more
persuasive. The accountant’s view is harder to ignore – at all sorts of levels.
Take this into a business setting.

Imagine evaluating an office refit incorporating new desks and workstations. Colleagues from another
department tell you that they’ve just installed the new desks and they’re
popular with the office workers. Reassuring advice but easy to ignore.
Your building facilities manager recommends three other styles that they
would approve of. More difficult to ignore because they have partial access
to the budget. The CEO’s PA tells you that undoubtedly one option is her
favourite. She’s a forthright lady. She has no official role in your decisionmaking,
she doesn’t have any access to the budget, but seeking her view,
and then choosing something else, will not do you any favours with her.
And she can heavily influence the CEO’s view of you. She brings to your
DME considerable political weight. You wish you’d never involved her.
When making strategic business decisions, the views of an industry
analyst, however expensively acquired, can always be ignored. The
views of your appointed management consultant less easily sidelined
(because of the internal politics that are inevitably involved), but the
opinions of the appointed systems integration firm, brought in to advise on
a new IT business infrastructure, can rarely if ever be declined. In bringing
in such a firm, the end-user company is effectively outsourcing the eventual
decision, even though they retain the ‘rubber-stamping’ duty.

Objecting to the SI firm’s recommendations can be a ‘make or break’ for
the relationship, and relationships at this level can be worth tens of
millions of pounds to both sides. Some advisors, once appointed by a
client, do not then take lightly to their views being questioned.
The difficulty of incorporating this ‘persuasiveness’ factor into our core
criteria is largely because such firms advise at two very different stages: (1)
at the open proposal stage where they have been invited in to competitive
tender, where their views can easily be ignored, and (2) after they have
been appointed where their views are given with the expectation of being
accepted. Depending on which stage we would be measuring affects the
criteria rating significantly. Until we have resolved this we cannot accurately
measure it.

You can clearly add more criteria of your own. But we have to balance
the thoroughness and credibility of our measurement with the reality of
our task. Ours is an imprecise science, and our eventual rankings affect no
one’s life or death. At the time of writing we think that six objective criteria
is an optimum number and we are expanding our research to this. If a
Player would rank at number 32 using one set of criteria, and move to 39
using another then so be it. Far more important is the question of how to
subsequently handle each Player, regardless of their exact position.

Some of you may decide to identify an influencer and then devise a way
to measure their influence, rather than agree how to measure and then see
who rates on that scale. If you choose the former, there’s a real danger that
you’ll select people who you naturally assume are influencers, and then
back-fit your measurement criteria to justify their inclusion. But we’ve also
found that simply applying our criteria in a blanket fashion to a small group
of people and then seeing who rates highest doesn’t seem to reflect reality.
The fact is that charisma, or at least ‘personal magnetism’, is an extremely
strong influencer characteristic within small groups, yet one that’s impossible
to measure from afar.

Be realistic :Business Strategy /Financial Advisors

So when evaluating influencers within your business prospects, we’d
suggest you start with the four tried and tested criteria mentioned earlier.
You should also be realistic. Many companies might suggest that George
Bush, Gordon Brown or Bill Gates are the greatest influence on their
customers, because of policies they do or don’t support. This may well
be true at a macro-economic level, but however innovative your marketing
plan, you’re unlikely to be able to measure its effect on the US President.
Your influencers should not be so elevated that they are beyond the reach
of your company. You’ll simply be left disappointed, and you’ll have
established a business objective that you’re destined to fail on. Rather
than the UK Prime Minister, establishing a relationship with say a Minister
within the National Health Service, or a backbench MP, is likely to yield far
better and more measurable returns for your business.

Similarly, we’ve battled many times with the concept of ‘actual’
versus ‘possible’ influencers. Take The Economist magazine. Were The
Economist to write an article let’s say on ‘The Rise of the Shopping Mall
Beauty Clinic’ then it would undoubtedly prove highly influential to anyone
in that sector looking for investment, business partners, employees,
well-to-do clients, etc. But to the best of our knowledge it hasn’t. So the
title has probably had zero effect on that marketplace to date. Should it still
be considered influential? For the sake of practicality, we’ve come to the
conclusion that if we think persuading The Economist to cover the subject
within a year is a realistically achievable goal, then it’s influential. This rule
of thumb can be expanded to cover every influencer category. It’s easy to
set your horizons too low and discard any individual, company or event
because to date they haven’t impacted your sector. They could, and if they
do, it’s probably because a competitor encouraged them to. You would
hate to be the one to realize this.

There is always the possibility of awildcard entry into your market from left
field. In 1998 the smart card industry was dominated by the card manufacturers
like Gemplus (now Gemalto) and Schlumberger. Microsoft entered the
market by offering an operating system and developers’ kit, and became –
overnight – one of the most influential firms in the market. Bill Gates himself
launched the product and the market’s great and good were flown to Seattle
for an audience. In fact, the influence Microsoft wielded was generally negative
on the market, as it caused many end-user organisations to stop any decisionmaking
until Microsoft proved its ability (or rather inability) to deliver.

But there are many examples where the effect of a new entrant is
positive, from a competition viewpoint. The entry of supermarkets into
financial services is an example, where Tesco and others bring their
efficient and detailed customer services approaches to the banking
world, with great impact.

Marketing to influencers :Business Strategy /Financial Advisors

So you’ve got your shiny new list of influencers. What now? Let’s recap
on what you have in your hands. You have a list of the most important
people in your target market, important not because they buy from you
(they don’t) but because they influence those that might buy. Treat this
list with care and respect.

It’s typical to find that, of the 50 or more influencers you identify that
have real influence over your prospects, you don’t know more than 20.
Which means that at least 60% of your influencers likely don’t know you
either. And let’s distinguish between awareness and knowledge. You
may even be aware of your influencers, and they may even be aware of
you, but awareness is just above consciousness in mental capacity.
Awareness does not infer interest or knowledge, or a desire to acquire
such. Spending time and money on market awareness alone is pointless.
Plenty of firms have high awareness without it necessarily translating
into success. But it’s a good starting point.

If you were in this situation with your prospects, where you had no
knowledge of them, you’d define a programme of go-to-market activities.
You’d research your audience to identify its needs and wants. You’d
determine its motivations, issues and constraints. You might create a file
on a specific customer account, detailing its revenues and profit history,
key personnel and business agenda.
So, take the same approach to influencer marketing, and define a Go-to-
Influencer programme.

Marketing to influencers should be straightforward, as long as you remember the golden rule:
Influencers don’t buy anything from you.
Influencers are not customers. There is no point in pitching your usual
marketing collateral to influencers – they don’t care about your products or
your firm’s success.While the activitiesmay be similar to those inmarketing
to prospects, the inputs are not the same and the end result is quite different.
You must instead treat influencers in the same way as you would any
other segment. You find out what they want, what their interests and
motivations are, and what their interest is (professional or otherwise) in
you. To draw on The Long Tail theory, your top influencers are at the head
of the influential sources market, and you can ignore the tail.

The influencer identification process should have yielded who your
influencers are, and some relative ranking of them. You’ll also have picked
up some insight on how they derived their influence, and how they use it.
That said, many questions will remain unanswered, such as
& Who specifically do they influence? Do they have generic market influence,
or a subset of customer firms? Or do they only influence influencers
from a distance (such as a regulator)?
& What decisions do they influence? (e.g. purchases, market adoption,
awareness, credibility)
& When do they influence in the sales cycle? Are they idea planters, or
recommenders, or validators? Or all three?
& How do you use each of these influencers to best effect?

Segmentation is the place to start :Business Strategy /Financial Advisors

As the saying goes, you don’t eat a whole elephant in one go. You eat it in
small bites. So break your influencer list into segments, to make it manageable.
Most firms take one of two approaches to segmentation:

& Splitting influencers by category, making separate lists of analysts,
journalists, consultants, regulators, etc. Depending on your categories,
and the numbers in each you may want to segment further, for instance,
breaking down consultants into top-tier, second-tier, niche and so on.
& Splitting influencers by importance. You may discover that, of your 50
or so top influencers, a dozen are substantially more important than the
rest, in which case it makes sense to focus on this select group. Again,
influencers are a scarce resource so spend your time with the ones that
will return most value.
Once you have a segmentation you’re happy with, you need to prioritise
your efforts. Clearly, if you have a segment of ‘VIPs’ – very influential
people – then start here. Look for groups of influencers that have relatively
greater influence where you need it. You may find, for example, that you
have as many journalists as channel partners in your list. So which group
has the greatest total influence? Which group will serve your firm’s greatest
need? Are you constrained by channel bottlenecks or are you being
ignored (or misrepresented) by the media?
Another aspect of segment prioritisation is the prior existence of any
relationship you have with influencers or influencer groups. Some firms
embarking on influencer marketing find that they get early and easy returns
just by focusing existing activity on newly-identified influencers. So by determining
the most influential journalists you can focus your PR programme only
on these selected few (and de-emphasising the rest). You can focus your AR
programme on the most influential firms for your target market, rather than
continuing the annual road show of 20 different analyst firms.
The existence of relationships with certain influencers may focus your
attention on these individuals for quick returns. Or you may decide to
leave your activities with these known influencers to current plans, and
invest primarily in those influencers that are new. It’s your choice, driven
by your firm’s greatest needs and opportunities.

Influencer message development :Business Strategy /Financial Advisors

If you were developing a set of messages for your prospects, you’d want to
understand their needs first. Then you’d develop a set of propositions that
mapped onto those needs, demonstrating how your offering delivered
value on those propositions. Marketing to influencers is no different. They
do, however, have different needs. Remember that influencers don’t buy
from you, so they don’t care what you’re selling. What is a very important
detail for a prospect, who’s comparing one competitor with another, is
irrelevant to an influencer. But they do care about their own agendas.

For example, journalists care about creating copy. They have deadlines
and column inches to fill. Their primary goal is to fill those inches. In a
Maslow-like hierarchy of needs, journalists can think about higher orders
of fulfilment, such as imparting insight or opinion, only if the quantity is
present. So give them content, not spoon-fed (most journalists are too
savvy for that) but through 1-to-1 contacts with your senior executives.

Journalists love a scoop, or insider information. Because you know your
journalist influencers you can target them specifically, and build a relationship
between them and your spokespeople. Your message to journalists is:
‘‘We have some great insight on xyz product category, and we’re only
going to brief you and two other influential journalists on this.’’
Note that we said that you should build a relationship between journalists
and your spokespeople, not with your PR operation. A key measurement
of success is the degree to which influencers external to your firm
interact with influential people inside it. You will have, or will need to
create, influential individuals working for you. Get them connected with
the wider influencer community. We’d hope that it goes without saying,
but we often hear of bad examples. So, for the record, don’t send your
most influential journalists standard press releases. Why would they read
them? They don’t care about you, any more than they care about the 200
other firms that also send them releases.

You do need to ensure that you are speaking in the appropriate language
to influencers. Each influencer category has its own vocabulary, and you need
to articulate your messages using the right dictionary. Just as vertical industries
have their own jargon, influencer categories have their preferred terms.
So when you’re talking to channel partners for example, make sure you are
talking bundles, ASPs and attach rates.1 Again, you need to develop a specific
set of messages for channel partners. The message might be something like:
‘‘You’re one of the most influential partners we have and we’re going to give
you special treatment. We want to be a preferred supplier for you.’’
Other messages you might use include:

& To analyst influencers: ‘We’d like to get your thoughts on our newvision’.
& To regulatory influencers: ‘You’re important and we’re listening’.
& To standards body influencers: ‘We want to contribute’.
& To venture capitalists and financier influencers: ‘We can direct you to
the next big thing’.

To academia influencers: ‘We want to commission a research project’.
& To competitor influencers: ‘If you join us we can further your career’.
And so on. Ideally, you’ll create not one but a series of messages, a
curriculum that educates (or re-educates) each influencer or influencer
type. As the term curriculum infers, influencer marketing requires a longterm
commitment from you, because that’s what you want from your
influencers.
There are two special cases to be treated even more carefully than
‘normal’ influencers. These are the influencers within customers and
groups or clubs of customers. We’ve said this before, but the most significant
type of influencer is a customer, preferably though not necessarily
one of your own customers. A variant on this type of influencer is the
collective, such as buyers groups, purchasing lists and procurement
authorities.

It’s tempting to create messages for these types of influencer
that are based on, or are copies of, your standard sales pitches. This is a bad
idea: influential customers will respond even less favourably to your
pitches than most prospects. This is because they are influential for a
reason, because they are early adopters or market leaders, or whatever.
The best message to a customer influencer is ‘‘We want to learn from you’’.
Humility is a rare thing in sales and marketing, and if your approach is
genuine you will get their attention.

Good, bad and ugly influencers :Business Strategy /Financial Advisors

The channel and its importance
The sales channel is arguably the most important category of influencers
after peer customers. After all, your sales channel partners are the ones
that are talking to your customers and (you hope) selling your products.
The reality is that sales channel management is done badly. Although
there are several exemplary instances, typically our experience tell us that
most firms have a hard time in optimising their channel partners. Even
firms like Microsoft, which derives nearly all of its sales through its indirect
channel, have a remarkably patchy delivery record.

A leading European telecoms company was recently complaining to us
about the poor execution it experiencedwithin its channel partners. Across
13 European countries it numbered 700 separate partner firms, ranging
from top-tier consulting firms to one-man-band reseller agents.What struck
us most was not the ridiculously high number of partners but that the telco
seemed surprised that its approach wasn’t working. The assumption had
been that the more partners it had the more services it would sell.

Partnerships are a clear case where ‘less is more’ applies. You cannot
reasonably manage this number of partner organisations and expect
them all to deliver high returns, without serious investment in management.
For one thing, the chance that one partner’s territory conflicts
with another’s was not only likely, it was all but guaranteed. While some
overlap is inevitable, even desirable, this degree of clash proved counterproductive.
We know firms that don’t know how many partner organisations they
have, because the structure of the channel is too complex, with distributors
selling to intermediaries, who then sell on to smaller firms.

They lose track of who is selling to whom, even though they have licence
agreements in place that should stop the practice of selling on. The
channel operates within a law unto itself. In this respect, the sales channel
is not unlike peer consumers, in that suppliers can often lose control of the
market messages, and thus lose visibility of the sales process.
There are some endemic issues with selling through channel partners:

1. Sales channel partnerships are typically non-exclusive. This means that
you are fighting with other suppliers to gain attention from the partner.
You are in competition with your partner’s other suppliers even before
you get to market.

2. Suppliers and partners are rarely evenly matched in size or importance.
You may think it’s great to have Accenture as a partner, but if you are
regarded as a small-time player with a niche offering, they will bring you
into a deal at their convenience only. Conversely, if you are a major
player you can largely dictate the terms of your partnerships, because
you know the partners’ customers want to buy your products or
services. Understanding who holds the dominant status is critical in
making partnerships work.

3. Partners often see you as a tactical solution. Because you are nonexclusive,
and especially if you are the subservient party, you’ll often
be regarded as a nice-to-have. It often makes sense to focus on partnerships
where size and importance (to the market) are close together.
4. When partnerships are unbalanced you’ll find that your target markets
may be out of kilter. We’ve had clients whose solution is aimed at midtier
firms yet proudly proclaim partnerships with top-tier consultants.

They sold very little. The reverse is also true: high-end goods sold
through commodity channels undermines the value perception of the
product. That’s why Calvin Klein doesn’t want its jeans sold in Tesco.
The best partnerships are those where the parties are more-or-less equal
in stature, and that there is a strategic benefit in the relationship for both
players. Neither party wants to be a nice-to-have player.

How to influence the channel
Margin isn’t it! If you have to discount you haven’t demonstrated the value,
or your product isn’t appropriate to be sold via those channels.
Good ways to influence partner organisations are:
& Make sure your partner is aiming at the same market as you are. The
most common mistake we see is the mismatch between suppliers’ core
markets and that of their partners.

& Require your partners to make an investment in you. If partners put skin
in the game they’re more likely to execute on the partnership. Training
is the obvious investment to promote, but it also includes co-marketing
material and joint proposition development.
& Position your partners as influencers – promote their solutions, competencies
and customers in your own marketing collateral.
& Market your partners into your existing clients. This is you putting skin
in the game. If you’re willing to share your customers then the partner
is more likely to reciprocate. Note that if you can’t easily sell your
partner in to your customers then maybe your offerings don’t fit
together so well.

& Get your partners networked with other influencers in your market.
You’ll have to identify the appropriate person within the partner organisation,
someone that has the gravitas to network successfully in the
influencer community.
& Make sure your success is aligned with your partner’s. If they are
successful it should mean that you are. And the converse is also true.
Competitors as influencers One of the biggest sources of influence on your prospects are your
competitors. Many people react to this news with apathy. They think it’s
pointless to know this information, because they can’t see a way to
influence their competitors. We say, think again. There are at least three
ways you can influence your competitors, and probably more, but keep
things ethical. There’s no excuse for underhand tactics.
Talk to your competitors
The first thing you should do to influence competitors is talk to them. This
may seem a strange approach but it makes perfect sense. Talking to
competitors gives you a chance to discuss general market trends, find

out what the competitor culture is like and to network in the industry. You
may find that you are not competitors at all, or at least not on all fronts.
There may be partnership or referral arrangements that are possible.
One subject always on the agenda when talking to competitors is that of
your mutual competitors. My enemy’s enemy is my friend, and all that. You
can share insight and stories, and swap tips on how to deal with others’
strengths and capabilities.

Most of the top CEOs in an industry meet each other at least once a year,
either privately or at an industry event. What we’re suggesting is that this
practice cascades down the organisational structure. There are plenty of
opportunities to make contact with competitors, at trade shows, media
events, or wherever. It’s hopefully unnecessary to say, but just in case, we
would never encourage gloating or bad-mouthing competitors, or any
such nonsense. Always be professional – and legal – no price fixing or
such things.

Be talked about by your competitors
The second thing you can do to influence competitors is to talk about
them, and to get them to talk about you. As Oscar Wilde said, the only thing
worse than being talked about is not being talked about.
How do you ensure that your competitors talk about you? The answer is
that you get them to worry about you. Remember the rule of influence:
influencers don’t care about you or your products. They care about their
own agenda. This is just as true for competitors as for any other type of
influencer. When you carry messages to prospect customers you’ll talk
about what your product can do for them. But when talking to, or about,
competitors you must change the message. Don’t talk about features and
functions of your product, or pricing or subjects that you’d discuss with
prospects.

The things that will worry competitors include (but are in no way
limited to):
& Your percentage growth year-on-year
& Your expanding client list
& The fact you’ve been commissioned to write a book
& Invitations to speaking engagements
& Awards and prizes
& Quotes in influential journals and media

Pick three, but only three, things that you think would worry a
competitor. In fact, anything that gets them talking about you in a
positive sense (and we mean positive for you, negative for the competitor).
Stuck for things to talk about? What would worry you if you
heard them about your competitors? Use these things as a starting
point.
Now, how do you measure how worried your competitors are? A
powerful indicator of your influence in the market is what your competitors
say about you. You can find this information out by asking your
prospects, or by asking influencers. A key question that influencers like
to ask is, who are your primary competitors? Do your competitors mention
you? What do they say about you?

You want your competitors to talk about you, to acknowledge you as a
competitor. Why? Simply, it acknowledges you as a credible player. Don’t
worry that a competitor will rubbish you in front of a prospect or influencer.
It is generally accepted as poor form and reflects badly on the
detractor.

We’ve also noticed that competitors that are worried about one particular
player start to mirror the language that they use. You’ll see this in
marketing literature, where one company introduces a new concept or
terminology. They may even start blogging on the subject that you introduce.
This is a sign that you’ve got them worried.

How do analysts influence a decision? :Business Strategy /Financial Advisors

Analyst influence increases with engagement with decision-makers
Influencer Marketing
& Assessment and selection: pure consulting, and a project may take
several months to complete. Usually offered by dedicated consulting
arms of analyst firms.
& Decision validation: may be conducted over days, rather than months,
leveraging the knowledge of a single analyst.
& Price comparison/negotiation. The hardest advice to give, but
arguably the most valuable. Suppliers rarely provide pricing
information (unless required to by regulation), but commodity
prices are available. Analysts are able to aggregate prices from
multiple sources and calculate averages, which can help in
negotiation.

Why analyst influence can be overstated
There is, frankly, a lot of nonsense talked about the influence of analysts.
In some markets they hold near god-like status, with the ability to make
or break deals. This may have been widely true a decade ago. But today
information, expertise and influence is dissipated across a much wider
array of individuals.

We have read that analysts are influential in between 60 per cent and
80 per cent of large sales, especially in the tech sector. The inference is
that analysts are the most important influencers, and/or hold some
position of exclusive influence on decisions. But this high degree of
involvement doesn’t translate into analysts then enjoying 60 per cent
to 80 per cent of the available influence. We can’t think of a major sale
where the winning supplier didn’t influence the decision. Or where a
reference client wasn’t used. Indeed it’s arguable that the greatest
influencers on a decision are the preferred suppliers and the reference
customer.

It’s meaningless to quote percentages of involvement. The range of
involvement in decisions might range from zero to 100 per cent depending
on the market. We know that a big four consulting and integration firm
estimates that 0.5 per cent of its sales are influenced by analysts. No, that’s
not a typo. It’s one half of one per cent. It even uses the figure in its
calculations for ROI on AR. And it’s a figure that’s accepted by the firm’s
senior sales management team.

The important factor is not involvement but share of influence. Our
own data, drawn from more than a dozen studies of influencers, shows
that the average share of influence for analysts is 16 per cent. But it is
highly variable, ranging from 4 per cent to 22 per cent, depending on the
market segment and maturity.

Eliciting sales objections :Business Strategy /Financial Advisors

Sales should be pretty straightforward, identifying prospects and leading
them down a logical path that results in a cheque. Why then is it so often
hard to do? It’s because prospects, awkward as they are, raise objections to
block a sale. Despite your best efforts, the prospect has thought of a reason
not to buy from you. If you haven’t armed your salespeople with counterarguments
to these objections, then the sale cannot complete.

Sales objections differ for each firm and prospect. Examples include:
& ‘I’ve never heard of your firm’.
& ‘I don’t know what your firm can do’.
& ‘You don’t know my business’.
& ‘I don’t believe your product works’.
& ‘I don’t believe your product will make/save me money’.
& ‘Your proposal exceeds my budget’.
& ‘Your solution is non-standard’.
& ‘You can’t provide the support service I need’.
& ‘This is new technology and I’m not sure it will last’.
And so on.

Such sales objections are an integral part of the selling process: in fact, many
have described sales as the process of overcoming objections. So, if objections
are an everyday occurrence to salespeople, why do they hate them?
The reasons are twofold: objections are numerous and they are varied.
This means that a prospect can declare any one of a dozen possible
objections at multiple points in the deal discussions. The result is that
salespeople must spend time addressing a prospect’s concerns, which
slows the sales cycle. The failure to successfully counter an objection ends
in a loss, which reduces lead conversion rates. Inevitably the finger then
points to marketing and its inability to deliver credible counter-arguments.
Firms across many industries tell us that they have three key issues

surrounding sales objections:
1. ‘We don’t know what the sales objections are’.
2. ‘We don’t know how to counter those objections’.
3. ‘Even if we can counter objections, the prospect wouldn’t believe us’.
Let’s examine these issues. Firstly, there are three proven ways to identify
sales objections. They are, in declining order of effectiveness: conduct a
win/loss analysis; hold a sales objection elicitation workshop; just ask your
salespeople.

A win/loss analysis project involves someone other than your firm
calling decision-makers that didn’t buy from you. You can’t do the calling
because it’s extremely unlikely that a decision-maker will tell you the real
reason why you were not chosen. They’re too polite, they don’t really care
and they feel rather awkward in telling you that your pitch leader had bad
breath (or whatever the real reason was). (You can call the decision-maker
that did choose you.) Win/loss is probably the most interesting project a
third party agency can conduct, as they can get some great insight into the
industry, as well as delivering juicy feedback to their clients. It is essential
to gain the sales director’s support for the process, as the results will affect
his operation. You should also treat win/loss analysis as a learning exercise,
not a blame game.

a top three mobile handset manufacturer :Business Strategy /Financial Advisors

De-risking a product launch
The mobile handset market is fiercely competitive, nowhere more so
than in the business sector. Phenomenally successful in the consumer
marketplace, a top three mobile handset manufacturer is fighting hard to
displace a competitor as the enterprise market leader. The firm had
developed an innovative device capable of defeating its rival in a features
battle. But perception is everything, and the firm had relatively weak
awareness amongst its target business customers.

Influencer50 was commissioned to identify those individuals most
influencing the enterprise sector in Germany, in readiness for the
firm’s forthcoming new product line. Influencer50 worked together
with the firm’s global marketing agency, which was responsible for all
aspects of the company’s WOM go-to-market strategy.

The research uncovered the huge influence and buying power
exerted by Germany’s government-housed Ministry for Economy
and Technology and the Fraunhofer Gesellschaft research facility.
Corporates were shown to follow the buying advice of such groups
to a far higher degree than in the UK or US.With the growing trend for
large organisations to outsource their IT infrastructure, the systems
integrators were seen to be increasingly influencing the bulk purchasing
of smartphones and personal digital assistants (PDAs). And not just the
major SIs, but many niche or ‘boutique’ firms. In contrast, infrastructure
giants such as IBM and HP, trade magazines and industry analysts
exerted less than expected influence.

Using this insight, the firm targeted the top 100 influencers on
business-orientated handsets in Germany. It sent each influencer a
pre-launch handset and supporting material. It also created an online
forum to gather influencers’ views on the product’s feature-set, pricepoints,
launch strategy and choice of resellers. Using the forum, influencers
could contribute their own experiences and suggestions, and see
the opinions and comments from other influencers.
The feedback was used to make last stage modifications to the device,
to the user documentation and to the launch strategy. Importantly, high
visibility of the handset was established within the influencer community.
Influencers had trialled the product, fed back on its capabilities and each
had read the inputs of the wider influencer group.

The firm was able to launch the new handset into a market whose
influencers were already aware of it and its features. These influencers
started influencing the market, and the handset sold quickly and in
volume.

As the firm’s spokesperson commented, ‘The addition of influencer
identification and marketing into our WOM rollout campaign for the
new handset has been invaluable. We could already target our expected
consumer-base through our ongoing marketing, but identifying and
working with the top-tier of market influencers was beyond our reach –
and we knew it’.

Importantly, identifying and targeting influencers had substantially
lowered the risk in launching the handset. Mobile devices are expensive
to develop and market launch is a critical point in the commercial
success, or otherwise, of each product. Pre-influencing a market prior
to launch minimised the risk to the firm and underpinned a successful
product release.

Creating new routes to market :Business Strategy /Financial Advisors

Influencer marketing provides new routes to market. Or it provides
routes into new markets, whichever is most constraining your sales.
A great example of this is Case Study H, in which the firm has begun to
pre-launch its handsets with influencers before public release. If you are
moving into a new geography or vertical market it makes sense to find out
who the primary influencers are before spending too much time and effort
in the wrong areas.

Influencer marketing also helps with repositioning your firm in your
marketplace. Firms often start selling their products to middle managers
and operational executives. Sooner or later they outgrow this market and
want to gain access to C-level management. There they can sell a broader
value proposition and increase sales per customer organisation. The trouble
is that having spent time in the middle management layer, that’s where
the C-levels assume you should be. How do you get your new target
audience out of this mindset?

Similarly, selling business solutions to business people rather than
products to support staff is an oft-cited shift in strategy, yet in practice it
is extraordinarily hard. This is because you have to shift perceptions. ‘I’m a
business person: why are you talking to me? My technical people are over
there . . .’. An approach that works is to identify influencers in the new
target audience, and then get them to carry your message. And you use
influencer-led collateral to support your legitimacy in the market. The ROI
from this activity is easy to measure: do you successfully penetrate the
market or not?

Success is not always down to having a great plan though, so make sure
you invest in the implementation and execution elements. Influencer
marketing may tell you the most influential people in the market, but
your salespeople may not be trained talking to C-level executives or business
managers, or whatever your new target audience is. One of our early
mistakes was to assume that client firms knew how to engage with their
market, and just needed us to point them in the right direction. Not so, and
we had to develop sales training courses to bridge the gap in skills.

Selling more :Business Strategy /Financial Advisors

RoI in influencer marketing is measurable in cash terms. If you orientate
your marketing programmes around influencers, then align those influencers
with your sales objections, you can create a set of marketing
messages that directly influence sales. The disclaimer that it’s all in the
execution still applies, but your salespeople will have fewer excuses and
less cause to blame marketing! In fact, a predictor for RoI we offen use it to
measure the perception uplift of marketing’s usefulness by the sales force.

Influencers increase the velocity of sales because sales objections can
now be predicted and counter-arguments prepared. And because influencers
are more likely to be believed you are more likely to get past these
objections faster – certainly faster than your competitors! Sales cycles will
reduce, close rates will increase and you can tangibly measure the impact
on sales from your marketing programmes.

Lead generation
Our views on lead generation are very closely tied to those on marketing in
general. Leads are difficult to generate when marketing doesn’t work very
well. Particularly if no one is listening to your message, all messages sound
the same and prospects don’t believe what you tell them.
It makes all the difference if you can get influencers to break down some
of these barriers. For example, plenty of firms set up seminars or webinars
in which their senior management just give a pitch. Why would a prospect
turn up to listen to this? Instead, why not get an influencer to speak?

You could invite a customer or analyst or regulator or academic: someone
to draw in a crowd, get people thinking and engage them in discussion.
Many firms use hospitality as a means of breaking the ice. So salespeople
can call a prospect on Monday and ask whether they enjoyed the match on
Saturday. Why not invite them to dinner with an influencer instead? The
prospect might actually learn something, and the conversation is businessrelated
so the prospect stays focused.

It might not be so much fun, but let’s stay in touch with the core purpose of marketing. The example we provide
in Case Study A is illustrative. It constructed an innovative format for its
seminar (a debate), hired an influential chairperson and two engaging and
outspoken protagonists. In fact, the event was fun, as the debate wasn’t
too serious, and lots of interesting points were covered. Importantly, the
issues raised by the audience reflected their reservations – objections, if
you like – to homeworking, which proved useful in building successful
sales campaigns to prospects.

You can use influencer-led collateral in your direct mail pieces, webcasts
and podcasts, PR, research and (if you must) advertising. If you are
using influencers appropriately you should get better returns from your
lead generation activities.

We have noticed that, for some firms, the number of leads goes down
over the course of an influencer marketing programme. This is because
more time and effort is being taken on the type and quality of leads, rather
than quantity. So returning from an event with the glass bowl filled with
business cards (delegates only wanted to enter the prize draw) is replaced
by a smaller number of engaged and informed prospects. It’s not the
number of leads you generate that’s important, but the number you
eventually close.

Price increases
It’s easier to increase profits by raising prices than by cutting costs. In fact,
according to McKinsey, a 1 per cent rise in price can lead to an 8 per cent
profit increase. Nobody buys solely on price. If you need proof of this, take
a look at the cars being driven on the road. They are all functionally the
same, yet some people (or companies) pay five or ten times more than
others, based on their perceptions of value.

Influencers increase the perception of value. Why? Because they are
influencers! They are the most important, most respected, most listened to
individuals in your market. Weaving them into your marketing strategy
appropriately means that they implicitly are aligned with your firm. They
confirm the value of what you are selling, and convey confidence in your
solution. So you should be able to sell for more.