|
||
Easily defined, it is that voice that clients seem to respond to best. It isyour voice, style, delivery, interpretation that sells the client's wares. It is that voice that is uniquely you. It's also that voice that you can reproduce without thought or effort. It is you, the whole you and nothing but the you. And, every voiceover artist has one.. However, sometimes it is difficult to be objective when it comes to selecting our own "money voice".
Keep in mind that what we perceive to be our "money voice" may be very different from what others perceive it to be.
But, it's not difficult to determine just what our "money voice" is. We do this by reviewing our past work and by collecting comments or suggestions from our clients. To be sure, clients aren't always on the money and often fail to realize our true potential and range. That doesn't make them wrong or ignorant. While we may not agree with others' opinions about exactly what our "money voice" may entail, it's extremely important to understand that they know what their clients want. And, if you've worked with them for any length of time, they'll have a good understanding of what it is you can deliver for their clients.
You may have a completely different idea of what your "money voice" truly is - and here's the kicker... you may be right! The double kicker... so might they!
Now what?
Market your demos accordingly. Determine your "money voice" based upon all the factors and considerations. Then, it's a good idea to begin your demo with your "money voice". Many producers also suggest you end your demo with another example of your "money voice". Demos may absolutely be the most difficult element of your marketing strategies - and the most crucial. Think about it. If your demos aren't getting you work, what's the problem?
It may or may not be your demo. You'll have to make that determination. Some voiceover artists seem to continually tweak their demos which may or may not be a good idea. Even worse, it could be a waste of time and effort (other than the editing practice). You want the mass appeal from your demo. But, it may be that one track in the middle or near the end that brings in that lifelong, lucrative client. If that track is at the end of the demo presentation and the prospective client doesn't buy into your "money voice" up front, it may never get heard. Oh, what a dilemma we conjure with our demos. How do we get around this?
While the demo is the most important element of your marketing strategy, it is only one element. It's an entire marketing package that renders the optimal results.
You need to write great introduction letters/e-mails to prospective clients to entice them to even listen to your demo. A personal website, free and devoid of disconnected advertising is a must in the 21st century.
Your name must be splattered all over your marketing elements. It has been said that it takes seven repetitions of your name or your company's name before anyone will ever have a chance of recollecting it. This is also why the biggest and most successful of businesses seem to run their messages into the ground. Ever said, "If I hear that spot one more time, I'm gonna throw the radio/tv out the window"? Of course you have. We all have. But, we do remember who drove that image into our brains, don't we? This is also the message that many advertising account executives relay to their customers who counter with, "Nah - advertising doesn't work for me - it's an expense I just don't need". For the intelligent business operator who counters with the above, a brief reminder of how Coke, McDonald's, Microsoft, etc. constantly bombard us with their message accounts for their huge market success usually does the trick.
We each have a unique ability to deliver the intended message in our own unique style and way.
Well, that's the result you should expect, if you're like most exhibitors, and neglect the most crucial aspect of tradeshow participation: Follow Up.
What happens at the tradeshow is obviously import to your success, but equally important is what happens after the show ends. This is where most exhibitors drop the ball. Differentiate your company from its peers and wring the full value from your tradeshow participation. To truly benefit from all the hard work what went into exhibiting, must ensure that appropriate follow-up activities take place.
Follow Up Begins Before the Show
Research tells us that over 80% of leads gathered at tradeshows are never followed up. That's a phenomenal number, especially when each lead has the potential to generate profit for your company.
Why do so many leads fall by the wayside?
It's because show leads have a reputation for having no substance – they're either just cold business cards or similar basic information imprinted on a company lead card. There's nothing there to give already busy professionals a reason to follow up.
Even if the salespeople do follow up, there's only so much they can learn from a business card or bare bone information. For salespeople to view leads as being worthwhile for follow-up, they need quality information.
For this reason, it is vital that before the show you spend time going over the lead collecting process. Clarify exactly what types of information should be recorded on lead cards. Explain the importance of the information you are gathering. Make sure everyone knows exactly how to operate the card readers and use the printouts and lead cards.
Everyone working the show should know exactly what results you want to achieve at the various tradeshows you attend. Each show should have its own set of specific, clear, quantifiable, realistic goals. These goals should be in line with your company's overall marketing objectives.
These goals give staffers something to strive for, but they also serve as benchmarks to evaluate and measure team and individual performance.
Develop a Follow Up System
To achieve and perhaps surpass your specific goals, you need a follow up system. The best time to develop your follow up system is during the planning and training stage.
Use this time prior to the show establish how the leads will be handled. For example, select a team member to take responsibility for collecting all "hot" leads at the end of each day and overnight them to the home office for immediate processing. Assign someone at the home office as a “follow-up” manager. This person takes charge of the entire follow-up process and should be someone who does not attend the show. Their job is to carry out the follow-up system that was established before the show.
Timeliness is of essence with all leads, not just the "hot" ones. Obviously you're not going to overnight every single lead back to the home office, but there are steps you can take to ensure you stand out from the crowd of exhibitors.
It is important to send something, such as a letter, email, or broadcast fax, to everyone who came by the booth to thank them and let them know when they can expect to hear from your company again. This should be done within three to five days after the show. Remember, if you don't follow up, your competitors will.
The Next Step: Accountability
Use contact management database programs to ensure your sales staff get leads that are as complete and useful as possible. Then, after leads are distributed, hold your account representatives responsible for the results.
There should be a written progress report from each salesperson at regular, predetermined intervals. This information can be used to track their performance, sales made, etc.
Some companies use performance in lead follow up as one factor in a salesperson's annual performance review. Knowing that they will be held accountable for results is a powerful motivator.
Measuring Results
At the end of the day, management wants to know their money was well spent. Keeping track of your leads will allow you to measure sales directly attributable to your tradeshow participation. Recording this data will allow you to provide qualitative and quantitative analysis of the show.
For example, you can calculate the return-on-investment to demonstrate to management the effect tradeshows have on the bottom line. To measure the cost per tradeshow lead, simply divide your total show expenditure by the number of leads gathered. To measure the cost per sale, divide the total show expenditure by the number of sales.
Qualitative data, such as types of prospects who visited the booth, dates and times of their visit, products/services of interest, buying intent, and results of any pre-show promotional activity often proves invaluable when planning future show participation.
The key to tradeshow success is wrapped up in the lead management process. It starts with knowing at the outset what you want to achieve, then continues through establishing a strategy that is user-friendly, and finally the actual follow-up operation leads to bottom-line profitability. With a little forethought and planning the results will speak for themselves.