A recent conversation with a potential client (PC) went something like this:

(PC)  “I need someone to develop a white paper on our new product that can be used to fulfill the offer in our upcoming email program.  The content will also be used in a brochure that we plan to hand out at the annual trade show, and can be used in a direct mail campaign.”

(FAM)  “That’s great.  It sounds as though you have thought this through.  One question, why are you doing this?”

(PC) “Huh?  This is the way we generate leads.”

(FAM)  OK, let me ask some questions before we get started, relating to your desire to generate leads:

·         Who is your target market?

·         What have been your results in the past 12 months in reaching them?

·         How is your product significantly different from the competition in solving the problems in your target market?

·         What is the “normal” open and conversion rate for your emails?

·         What has been your return for trade show activities?

·         What have been the results of your direct mail programs in the past?

·         Etc.

(PC)  Gee, you don’t understand me do you?  We just want somebody to deliver a white paper, not ask questions about us.  We know what we are doing, and want you to deliver the documents requested.

(FAM)  Thank you for considering us.

This exchange represents a mindset that is common today, i.e., people who are employed on a contract or temporary basis are expected to deliver a specific item which is then to be used by the contracting firm as they see fit.  The “contractors” are not expected to understand the broad picture or strategic plan of how and where their effort fits.

The result is that the worker provides what he/she thinks is needed, based on conversations, reading and observation of the product/service/company.  The buyer gets the work product and is often dissatisfied, complaining that when they had their own marcom, copywriter, designer, etc. the work product was better.

Experience has shown that the longer a “contractor” works with a company, the better the work product.  Generally this is because the “contractor” learns and understands over time, the strategy, plans and objectives of the company.

Companies seeking help on a short-term basis should follow two simple rules:

1.      Over communicate with contract workers.  Share with them what you are doing, planning and where you want to go.  The probability of them running across the street to your competitor with your intellectual property is low.  In short, make them part of your team.

2.      If you have even partial success with a contractor, keep him/her, train him/her about your company and culture and give them more to do.  Until a requisition is open for a full time position, keeping a person for an extended time is your best bet.

Our experience is that the more companies share with us, the more and better work we deliver; that while we market ourselves as “consultants” we do provide deliverables, and the more we know about our clients the better we can meet their needs.

If you have personal experiences in this area, chime in.

RHM 

4/17/201  

I am not so concerned about the method or methods you use but more importantly that you or someone is DOING an analysis.  In today’s age with all of the types of methods and tools available, I find it absolutely amazing how many companies are either not doing any analysis or do it once and think they are done.   Like death and taxes, one thing you can count on is that your competitors are doing an analysis on you!

Given that let’s first start with the SWOT analysis, some pros and cons regarding it and then a few alternatives methods.

First, SWOT analysis is the identification of Strengths, Weaknesses, Opportunities and Threats that are related to the strategic and tactical direction of a company.   The “scanning “or analysis of the internal factors that relate to your direction and strategy are the strengths and weaknesses.  Examples of strengths could be vertical integration or distinctive skills/ intellectual talent, while some weaknesses could be a poor sales channel or lacking of sufficient financial resources.   Scanning of external forces are opportunities such as new markets or new products, and threats are areas like governmental regulation or lack of market share.  While SWOT analysis is one of the most commonly used methods (2007 global survey of top executives by McKinsey stated that 82% used SWOT, second to competitive analysis)   it like other methods has its pros and cons.

The pros are:

- Easy to understand and the four categories can be acknowledge quite quickly.

-It really does not require a rigorous level of research

-The context is usually within the understanding of the corporation

The cons are:

                -Lists can become long

                – Lists can be poorly defined and ambiguous

                -Not a very detailed or well verified list

Some suggestion on how to improve your strategic analysis:

1-You can augment the SWOT analysis by adding a weight and rating factor to each entry on the SWOT analysis.   The weight is a factor (0 to 1)   that ranges from very important to not important for each internal and external entry.  Next have a rating factor (1 to 5) that indicates how well your company is doing regarding this entry.  Multiply the weight times the rating to get a weighted score. Next, rate each entry how it might impact your company in the short or medium or long term situation.   These enhancement greatly helps eliminating a lot of the guess work, ambiguity, long lists and improves the overall ranking of the to be developed tasks as related to each entry.

2-Another variation of the SWOT analysis is to form a matrix just like one does in the SWOT but have the Strengths, Weaknesses, Opportunities and Threats on the vertical and horizontal axis and is the four sectors produce Strategies for strengths for working on opportunities (SO), Strategies for avoiding threats (ST), Strategies for opportunities to overcome weaknesses (WO) and WT, strategies for a company to minimize weaknesses and avoid threats.

3-A different analysis method is the Balanced Scorecard Method; this tool is used to align business activities to the strategy of the organization.   It works off of four areas; 1-financial by using important financial “levers” or targets,2- customers, it  tracks and measures inputs about how customers view the company,3- business processes that measure where the business excels and 4-growth, measurements to see if the company is growing and improving.

4-A fourth method is the PEST analysis which stands for "Political, Economic, Social, and Technological analysis" and describes a framework of macro-environmental factors used in the environmental and scanning component of strategic management.   Here we introduce external factors that in the current environment have become critical to the success or failure of many companies.  One very current example is the price of oil and gas and its impact on companies that are very dependent on oil and gas in one form or another.

In summary, it is not so much which method or tool one uses but most importantly, you must do some form of analysis and do it on a continuous basis!  If you would like to know more about these analytical methods or other methods that might be well suited to your company, send me a note. 

RHL 03/14/12

Let’s start in reverse order with the ugly.   A friend of mine had a home mortgage with Washington Mutual and his payments were automatically withdrawn from his checking account each month. One month he started receiving notices from his bank that he was bouncing checks all over the place.

After a lengthy investigation, he determined that Washington Mutual had started taking out additional monies from his checking account without even notifying him.  With further investigation, he determined that Washington Mutual had either lost or corrupted his account information and thus assumed he owed more money each month. This situation went on for months with communication between my friend, Washington Mutual and Washington Mutual’s legal department with no resolution in sight. Meanwhile, he had to keep covering the additional deductions from his checking account. Finally with a notice from his lawyer, Washington Mutual admitted they had made a mistake and corrected the account charges.  There were no apologies, no “we are sorry” letters, and no reimbursement from the accrued finance charges or bounce fees.  Months later my friend switched to another mortgage company. As Doctor Phil would say “What were you (Washington Mutual) THINKING??”   Does Washington Mutual have any vague idea about customer satisfaction?  It must be great to have so many customers that you don’t care what they think about your company and it does not hurt to lose a few each month.

The Bad. I recently booked business class ticket for an international flight with United Airlines.

On my return flight, I arrived at the airport and discovered that my flight was canceled.  Being a seasoned traveler, I did not panic but thought it strange that United did not notify me about the cancelation ahead of time.  Anyways after a lot of “discussion”, United, booked me on another flight BUT with one problem, United “lost” my business class reservation and had to place me in coach and with multiple connections.  Needless to say sitting in coach for 17 hours, having my luggage lost, and racing from one terminal to another did not make me a happy camper.

Now for the customer satisfaction part, not only did United not reimburse me for the total in   the difference between coach and business class, I received no thank you, only a discount coupon that had hundreds of constraints attached to it.  Again, where is the customer satisfaction within United?  Why not have a follow up survey or phone call to first express their concern and let me know they really care.  Why not a future ticket or coupon for money to be used at my discretion.   You would think with the economy the way it is and the trouble the airlines are in, that they would do everything to make customers satisfied.

For the reader, you probably already guessed, that I will tell anyone that will listen about my recommendation regarding United.  Here is a case where United could have gained a loyal customer but instead, has the potential for hundreds, maybe thousands hearing about what one traveler thinks about United.  Also remember the singer and how United breaks his guitar (YouTube, 11M hits so far). Guess, United still has not improved in the area of customer satisfaction!

Now the Good, on a completely different trip, which was a domestic flight to Florida, my wife and I wanted to get on an early flight because of a pending snow storm.  What follows is not really good customer satisfaction, but great customer satisfaction.

Upon arriving at the terminal, a US Airways porter takes our luggage because of the tremendous amount of people at the airport.  At the ticket counter, we asked if there were early flights, the agent first asked us if we had checked our baggage, to which we said yes.  He informed us that since we had already checked our baggage, we could not switch flights, to which we said , Oh, the porter said don’t worry about checking you can change flights anyway, and then I said, we understand, thanks anyways and proceeded to check in with the original flight.  We took our tickets and started to walk away when the ticket agent called us back and said, “Let me see if I can rearrange things for you.”  After about 10 minutes, not only did he get us on an early flight, but found our baggage and rerouted them AND put us in first class.  My wife was so overwhelmed that she almost reached over and kissed the agent.  This experience was about two months ago and my wife and I still talk about it when the topic of traveling comes up and of course we mention US Airways.  Talk about free advertising and wonderful customer satisfaction.

In today’s environment, with instant communication, social media and a very well informed customer, customer satisfaction should be a high priority within any company AND someone and/ or a department should be listening and responding to the customer for the good , bad and ugly situation.   Some believe that customer satisfaction in one of the few differentiations between your company and your competitors.      Who is in charge of customer satisfaction at your enterprise?

RHL 2/15/12

The past two months have been spent in caring for my mother-in-law.  This has involved living in the Philadelphia area for an extended period, a hectic but pleasant Christmas and more than sufficient time to think about what goes on about us while we are doing “work.”

Here is the first of my observations, with others to follow:

The University of Pennsylvania Hospital has a new pavilion dedicated to dealing with sick people.  The facility, from top to bottom is superb.  Each examining room (on the floor we visited) is equipped with the requisite examining table, a desk area with stool and two chairs.  One chair is of normal size.  The other is 50% larger.

This larger chair started a chain of thought that went something like this…the U of P wouldn’t put in larger chairs unless they were needed, they are needed because people are larger, people are larger because of the quality of health care and nutrition they receive when they are young…no they are larger because they are obese. 

A visual observation of other patients (very non-scientific) reinforced my thought about the obesity issue.  There are a lot of sick, obese people in hospitals today.  Why are they obese?  Too many calories, not enough exercise.

Obesity has become an epidemic, and if not stopped will soon overwhelm our medical system with costs that could be avoided.  Some have called for taking away obese children from parents which they see as a form of child abuse. Certainly there is a precedent for Government action, as the Surgeon General was the power behind attempts to ban smoking.

My recommendation is less draconian and stems from my business background.  Place a significant tax on sugars (all types, cane, corn syrup and anything else that adds empty calories).  This will make high caloric sugar based items more expensive, and the monies raised can be used to offset the increasing costs of medical care.

In the 1700s, all that was available was refined cane sugar.  It was so highly prized that it was kept under lock and key and taxed.  Per capita sugar consumption, along with obesity, Type II diabetes, hypertension and other related medical problems was low.   In the 1700’s the average Englishman consumed about 4lbs of sugar a year.  Today it is estimated that the average American will consume over 150lbs of sugar a year.  I don’t think our bodies have evolved over the past 300 years to accommodate change of this magnitude.

As with all simple recommendations, this one doesn’t stand a chance due to the significant lobbying power of the food producers who will see their profits plummet.  Others will say that it is a regressive tax on the poor, for if they want to eat sugar, it will cost them more as a percentage of their income than the rich. 

To the food producers and lobbyists I ask, how do you sleep at night knowing that you are killing people?  To those concerned about the tax inequality, how much are you willing to be taxed in the future to pay for even higher medical costs?

As you can see, sitting in an extra large chair, with time to think, took me down a path of advocating for significant taxes on sugars.  While this is probably an imperfect solution with unintended consequences, the alternative that is facing us as a nation appears much less palatable.

Your thoughts?

RHM 1/17/2012

PS  Wide seats have a larger impact than just in hospitals: http://www.nytimes.com/2012/01/16/nyregion/transit-agencies-in-new-york-area-consider-wider-seats.html?

Q4 is the usual time for pulling together plans and budgets for the following year.  In the past, I have written about the problems and issues that this process generates, but decided this year that a checklist might be of better use.

  __  Strategy, goals and objectives – Are the goals and objectives for 2012 articulated?  Is the strategy to reach these goals and objectives clearly spelled out, with priorities specified?

__  Budget and staffing – Is the budget for 2012, even at an approximation level, available?  Is the headcount forecasted to go up, down or remain the same?

__  Support groups – Are all the support functions (customer support, field services, product services, etc.) in line and capable of supporting the plans.

__  Events – Are all the major events/milestones known, i.e., new product introduction in Q1, major trade show in Q3, major partnership agreement in Q1?

__  Cost and profitability – For multi-product companies, are the costs, by product, going up, down, or remaining the same?  Will pricing remain the same or change?

__  Policies – Is there any need to change or modify customer facing policies or social media policies?  For example, has the current “Response” policy and procedure been effective?  Is the policy about employees discussing the company on Facebook and twitter clear and being followed?

__  Target market – Have you identified the target market?  Is it (audience) the same as it was in 2011?  Does it have the same segmentation?

__  Campaigns – Are there developed campaigns (strategies) to support all the marketing activities?

__  Marketing mix – Is the 2011 allocation of Marketing spend applicable to 2012?  For example, should more resources be devoted to social media, or to trade shows?

__  Tactical product pans – Will the 2011 tactical plan be effective in 2012?  Specifically is the “volume” product still competitive and profitable, is the “loss-leader” able to generate sales, and are there contingency plans in place in the event of competitive inroads?

__  Sales relations – Is there agreement on what constitutes a qualified lead?  Is Sales looking for additional support in the form of Product Managers?  Are Sales’ lost sales reports meaningful in helping to define the Marketing mix?

__  Social media – Which 2011 metrics have been the most useful to Management?   How can these be improved or expanded in 2012, and at what cost?  Additionally:

• Is this the year to redo your website?
• When is the last time you updated your SEO activity/measure?
• Do you have a content calendar with confirmed inputs for Q1, the year?
• Can you improve your utilization of content?
• Are you up-to-date on the latest Facebook, LinkedIn, and twitter changes?

This checklist is meant to be a memory jogger, as each company and situation is different.  The point is that in approaching the 2012 budgeting process without a checklist, key things can be overlooked or forgotten.  The importance of a checklist has been proven by pilots and doctors, and should be used by all good Marketers.  (See: The Checklist Manifesto: How to Get Things Right by Atul Gawande)

Have you constructed your checklist for 2012 yet?  How many items are checked off?  What other items would you add to this checklist?

PS.  If all this is confusing, you can find help in our Marketing Resource Optimizer (MRO) product.  Click here to obtain a copy of Part 1.

RHM  10/20/2011  

Typically companies go from a very simple organizational structure to some form of corporate or divisional or strategical business units (SBUs).

Start –ups or small size companies are typically managed by one or two people (entrepreneurs) who have the vision and passion to get things started. The environment is usually flexible, dynamic, has little in the way of processes or procedures and is freewheeling. 

Unfortunately when the company hits a certain revenue size or development phases, the entrepreneurial skills become secondary or more bluntly, other skills are needed to move into the next growth stage.

Skills like marketing, sales, or financial become critical for the company to grow.  Again it is more often than not that the original founder does not have the required skills for the next phase.

Here are examples what some call “crisis of leadership” that happens every day:

A small software company was started by a very talented engineer and their initial revenues came from personal referrals, which helped the company grow to a certain point , then the stall point happened and no one seem to know what the problem was. After close to a year of stagnation, a consult concluded that this company was not doing any marketing what so ever, mainly because the founder believed “if we make it, they will come”.  Eventually the founder hired a marketing person and gave her ownership not only for creating some marketing programs but developing the next wave of market development documents.

Another example is about an extremely passionate person who started a charity organization and again grew it to a certain “donation level” and once again things came to a halt. In this case the founder tried to do everything from fund raising to printing the next newsletter. The problem was no one knew who was responsible for what and what their contribution was, so most just sat back and waited for the founder to take action.  Again, objectives and goals were personal and not for the overall benefit of the organization.

A third example is about Larry Ellison and Oracle.  Larry Ellison has great vision and a passion for his company, but Oracle also hit a stall point, but in this case Larry saw he was part of the problem and hired some financial experts and he focused on the next innovations.

For those at the top, here are some things to avoid according to J. Hamm “Why Entrepreneurs don’t scale” Harvard Business Review.

1-Don’t be to loyal to your comrades

2-Don’t become too task and detailed oriented

3-Be careful of single – mindedness,   because this can develop into tunnel vision

4-Don’t work in isolation, leaders lead, do not hide

If you see any or all of the above situations within your company, I would suggest seeking some outside advice in order to get a third party’s point of view.

Remember, a management strategy is just as critical as having a product or service strategy.  Not having a strategy is like sailing a ship without a rudder.

RHL  10/13/11

 I stated that customer satisfaction is the responsibility of EVERYONE!

Everyone “touches “  the customer and how everyone performs their job relates to the customer being satisfied.  I also listed several steps for starting a customer satisfaction program within any company. Lastly, Marketing should always look at their activities from the customer’s “glasses.”

Several people asked about research on customer satisfaction and activities that a company can perform and linking it to either starting a customer satisfaction program or improving their current customer satisfaction program.   Well the answer is a definite YES!

There are a number of approaches, companies and experts on this subject, but they basically boil down to a relatively small number of activities that help improve customer satisfaction.

Fundamentally, customers (both B2B and B2C) are looking for value (see my posting on good value propositions) and value is benefit minus cost.    Given this basic premise, one can link activities that focus on benefits and cost, and if one improves on these activities it will result in an improvement in customer satisfaction and in most cases have a positive impact on the company’s revenue stream.

Two examples of this relationship are:  One, developing a quality product that addresses a customer’s critical issues, resulting in a perceived benefit and subsequent purchases of that product or service. (e.g. disposable diapers)  Secondly, by developing a great relationship with the customer base or creating a wonderful image of your company that will be viewed as a benefit to the customer and again resulting in a purchase of the product or service. (e.g., Apple, Disney)

Bradley T. Gale’s book titled “Managing Customer Value” talks about developing a matrix of attributes related to customer satisfaction consisting of “levers” that when improved will result in an increase to the benefit attribute or when levers addressing costs are improved will also increase the overall value and thus the potential for increased revenues.   The key point is incremental or small improvements in some or all of these attributes have a multiplying impact on the revenue improvement factor.    So just a 1-5% improvement in several areas can result in increased revenues.  

So, as I stated before, everyone can impact customer satisfaction and there are metrics that can be put in place that do not require a major undertaking to measure overall customer satisfaction AND increased revenues. 

Have you stated your customer satisfaction program; if not why not?

RHL 8/16/11

When customers look for value, it does not have to be just from the product or service but in how they are treated in the whole buying, selling and post sales process.

So who should own customer satisfaction?  Should sales own it? Should marketing own it? Should customer service own it?  Should the IT organization own it? Should your partners own it?

Let’s look at each group and see if they should be responsible for customer satisfaction.

Sales:  Well sales “touches” the customer every day, they are the ones who know what is going on with the customers.  So clearly it should be sales.

Marketing:  Marketing does the research on customer needs and pain points and develops the messages and branding that resonates with customers, so they should own customer satisfaction.

Customer Service:  Wait, this organization response to the customer’s requests. They handle the customer’s problem that no one else wants.  Clearly they should own customer satisfaction.

IT:  They are responsible for customer facing applications like call center answering systems, web site for users and order processing systems.  So, clearly they know the needs of the customer in order to make them satisfied.

Your Partners:  Hold the phones, most partners do some or all of the above functions so they really should own customer satisfaction.

Well, I would offer a different answer to the problem.  Customer satisfaction is the responsibility of EVERYONE in ANY company!

Everyone “touches “ the customer and how they perform their job relates to the customer being satisfied!   The developer of a product should develop something that addresses a customer need. The people in manufacturing should make sure that what is shipped is of highest quality and ship what the customer requested.  The call center person answering the phone should treat each phone call like it is the president of that company calling in. Sales and partners  should listen to their customers and address their needs and not selling them something they do not want. Marketing  should always  look at their activities from the customer’s  “glasses”.

So, what steps should you take to have all around customer satisfaction?    A customer satisfaction program does not have to be a very complex or a costly situation.  Here is a very basic form of a customer satisfaction program that one can get started quite easily and be effective.

Step One; Train each and every one within your organization on what customer satisfaction is and how every department has an impact on the results of good customer satisfaction.   Show them some case studies or examples of bad and good customer satisfaction situations.

Step Two, Create some posters or banners or have article about customer satisfaction in the company newsletter.  Have each group meetings or conference calls set aside a session about customer satisfaction.

Step Three, Have some one or small groups set up some goals and start collecting data on how the company is doing on creating good customer satisfaction on a regular basis.

Note:   There is actual real world data that shows that companies who have created some form of customer satisfaction program have not only improved customer opinions but have seen an uptick in net new revenues.

RHL 6/7/11

Value propositions are very important to business because if they are done correctly they uniquely define something that a company offers to their customer that addresses their need(s).  Unfortunately many marketing people and some senior management people are so close to their products or services that they actually feel their value propositions are compelling and that their customers feel the same way too.  In reality, value propositions are usually vague, do not address the customer’s issues and if you close your eyes you cannot tell one vendors values from another.

So what are great value propositions?  Well first let’s define a value proposition and what its components.

Wikipedia’s “defines a value proposition is part of business strategy. A value proposition is based on a review and analysis of the benefits, costs and value that an organization can deliver to its customers, prospective customers, and other constituent groups within and outside the organization. It is also a positioning of value, where value= benefits- cost.”

Neil Rackham believes that a value proposition statement should consist of four main parts: capability, impact, proof, and cost.  I would add to this definition that it should have a differentiator

Investopedia states “a business or marketing statement that summarizes why a consumer should buy a product or use a service. This statement should convince a potential consumer that one particular product or service will add more value or better solve a problem than other similar offerings.”

Value propositions should address issues that are concerned with:

• Increasing revenues or market share
• Time to market
• Decreased costs
• Operational efficiency improvements
• Customer relationship improvements

Some examples of weak value propositions are the following:

            **We have experience

            **We improve your marketing

            **We offer training

            **My favorite, we are number one provider of XXXX (provider of what???)

Some examples of strong value propositions are:

**Our Automobiles will save you 20% on gas over all other cars

**Customer can save 65% with our home insurance versus any other insurance company

**Wal-Mart   “everyday low prices”

**BMW   “the ultimate driving machine”

Why are these good value propositions; because they address a customer segment needs, are compelling, and they definitely have value.

So ask yourself this, does your value proposition address what I call the customer’s pain points, are you resonating with them in the sense that you and your potential customers are talking about the same thing? 

Second, does the value proposition provide uniqueness/differentiation as compared to the competition?

Lastly, is there a real value (benefit minus cost) to the customer?

IF you cannot answer yes to all these questions, I would strongly suggest reconsidering both your messaging and value proposition statements

RHL
5/3/11

Table 2 in Verizon’s 2011 Data Breach Investigations Report suggests that data breaches occur frequently in relatively small companies.

Table 2. Organizational size by number of breaches (number of employees)

1 to 10                                        46

11 to 100                                  436

101 to 1,000                           74

1,001 to 10,000                   49

10,001 to 100,000 59

Over 100,000                       55

Unknown                               40

It may be that these smaller companies have not had the time to construct and test their defenses; hence they represent “low hanging fruit” to attackers either outside or inside.  Larger companies may be more attractive due to their size and potential, but they may also be much more difficult to penetrate.

Regardless of being large or small, it is worth noting that in today’s world there is a high probability that something bad will happen.  It could be an external hack, a social network mistake, or a concentrated effort by external groups to convince you to change your ways (See:  http://www.1goodreason.com/blog/blog/2010/05/19/nestles-social-media-meltdown-case-study/ )

The astute CMO understands that something bad will happen and consequently has a tested Marketing recovery plan in place.  Like an IT or Manufacturing/Operational contingency plan, the Marketing recovery plan swings into action when an “event” occurs.

For example, a small public hi-tech company might wake up one morning and discover that its intellectual property (IP) has been hacked.  Assuming that this might have a material impact on earnings, Management has the responsibility to disclose this information to the SEC and communicate it, in the best way possible, to shareholders and other interested stakeholders.

In a small company, how would this crisis be handled?  Does everyone know what to do?  Who speaks to the press, the SEC, investors, suppliers, employees?  Who instructs customer facing people what to say, how to gather responses, etc. etc.?

Having a tested recovery plan in place mitigates some of the immediate panic and uncertainty when an event occurs.  It certainly is not the time of “on the job” training.  As the voice of the company, it is the CMO’s responsibility to construct and test the Marketing recovery plan.  This includes getting Management’s buy-in on how a response is constructed and communicated.  Failure to act appropriately can severely damage a company’s image and tarnish brands forever.  Both the Chrysler-twitter embarrassment and Epsilon’s reaction/comments to its data breach have been criticized as to how they were handled. On the other hand, the Red Cross got kudos for how it handled a potentially damaging tweet.  See: http://mackcollier.com/red-cross-social-media-crisis-situation/

Does your company have a tested Marketing recovery plan?  Is the Marketing department prepared to lead the way when a crisis occurs?  Knowing that it is a matter of when, not if, an “event” occurs, shouldn’t you be prepared?

RHM  4/27/2011