How to Write Manufacturing Job Descriptions That Attract Superior Talent

With the new year around the corner, manufacturers are looking for ways to grow their talent pool and set up their plants for success. A major component of attracting the right talent is developing strong job descriptions. Today’s guest blog post is brought by recruiting expert Glenn Levar, President and CEO of  Shared Time Human Resource Management, Inc. Prior to starting Shared Time Human Resource Management, Inc., Glenn was employed by Fortune 50 and entrepreneurial companies as human resource manager. During his corporate career, Glenn was a key contributor in reaching corporate goals and objectives. He built trust and empowered employees and management to greater success.

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Guest author Glenn Levar

How Manufacturers Can Develop Job Descriptions to Attract Superior Candidates

In its purest form, a position description indicates the work to be performed by the candidates for employment. The objective of a well-written position description is to attract the highest number of talented candidates and, from that list, hire the best one. Listed below are approaches to writing a position description and the elements required to develop a better position description.  These include the position summary, the position’s essential functions and the competencies, skills, education and work experience required to be successful in the position.

Approaches to Writing a Position Description

As a supervisor or manager, you can take several approaches to write a position description. Remember, a position description’s purpose is to define the position’s critical responsibilities and accountabilities broadly. Depending on your management style, you may choose any of the following methods:

  • Talk with employees about their work and ask for their input.
  • Ask employees to develop their position descriptions.
  • Share the position description with other managers the employee will work with to determine if there will be interference or issues with another departments’ work.

The final position description should validate and explain the position’s relevance within the organization and it should inform applicants of the work they will perform once hired.

The Position’s Summary

The position’s summary should explain what the candidate needs to be successful. For example, a company’s Sales Representative’s purpose could be to increase revenue in the territory by 10% from new and existing accounts, make prospecting calls, follow up on leads, prepare quotes, and answer customer questions.

Essential Job Functions

Essential functions are the primary job duties that an employee must be able to perform, with or without reasonable accommodation. You should carefully examine each job to determine which functions or tasks are essential to the employee’s performance.

The issue of job descriptions has received significant attention since the passage of the Americans with Disabilities Act (ADA). It is true that job descriptions can be helpful in supporting an employer’s position as to which job functions are essential.

Competencies and Skills

Mainly, these are the characteristics the company believes a qualified candidate should have to be successful in the position. They can be measurable knowledge such as degrees or certifications, hands-on or technical proficiencies, abilities, or even personal attributes like outgoing or friendly. A position description’s list of competencies may include communications, leadership, teamwork, and problem-solving skills.

Skills include the specific knowledge and abilities required to succeed in a job. The skills needed for a particular position may consist of computer programming, operating machinery, carpentry, plumbing, web design, typing, accounting, writing, or mathematics.

Writing a position description with assorted or different skills can make the recruitment effort complicated and lengthy. Finding one person with all of them may prove difficult, or worse, may result in hiring someone who is not as qualified for the position. Should this situation arise, it is advisable to re-examine the position description and consider splitting it into two or more jobs.

Education and Work Experience

The education and work experience section accurately describes the formal education and training the candidate may need.

For example, a machinist may need a general education degree (GED) or a high school diploma with five to seven years of experience, but a machinist does not need a Ph.D. A mechanical engineer usually requires a bachelor’s degree or master’s degree with fifteen years of experience designing aviation landing gear and not a GED.

Position Descriptions Next Steps

Position descriptions are living documents that evolve with each hiring cycle, changes to the way the company does business, position duties, or new equipment purchases.

It is recommended that once a year, the manager and employee sit down and discuss the position description as part of an annual review. Together, they can determine which essential functions, competencies, and skills remain necessary and eliminate those attributes which are no longer applicable to the position.

When both parties agree with the revisions, the manager may make formal changes to the description and both parties sign and date the new document. A copy of the signed and revised position description should be kept by the manager, given to the employee and shared with the company’s human resources department.

In Review

Position descriptions are necessary to define an employer’s expectations for the job, outline the job’s essential functions, identify the competencies and skills required for the job, and minimize ADA violations. The goal of a well-written position description is to attract and hire the most qualified candidate available to fill your open position.

Shared Time Human Resources Management, Inc. (STHRM, Inc.) provides human resources consulting services that solve our clients’ complex human resources issues. Since 1993, we have helped our clients recruit employees, retain staff and reduce costs. We work with entrepreneurial start-ups and established Fortune 500 companies in Cleveland, Northeast Ohio, and across the country.

Put Shared Time Human Resources Management, Inc. to work for your company. Contact Glenn Levar at 440.979.1046 or by e-mail at grlevar@sthrm.com.

 

Diversify Your Manufacturing Business to Rock the Next Recession

We’re excited to have Jonathan Slain, author of  ‘Rock the Recession: How Successful Leaders Prepare for, Thrive During, and Create Wealth After Downturns’ as a featured guest blogger. The following article is adapted from his book.

Diversify Your Manufacturing Business to Rock the Next Recession

Every recession plays out differently, and you never know which industry or geography will be hit the hardest. By diversifying to spread your business between multiple industries and markets, you minimize the impact any single industry has on your bottom line.

 

If the next recession hits manufacturing especially hard again, for example, you won’t be completely sunk if your business spans multiple industries and markets. You can make up for losses in one area by shifting your focus to others until the recession ends.

 

Let’s take a deeper look at how you can diversify your business in three ways—your customers, your products and services, and your industry—to bolster it against the next downturn.

Diversifying Your Customers

Before you take the ambitious step of diversifying into different markets, take a close look at your current customer base. To minimize the damage losing your biggest client would cause, make sure that no single customer accounts for more than 10 to 20 percent of your revenue.

 

Run through your customer list to understand how your portfolio will fare in a recession, and then be proactive in diversifying. If you discover you have serious customer concentration in your business, start reaching out to new customers immediately. You need to spread the risk around so your business isn’t at the mercy of another’s success.

Diversifying Your Products and Services

It’s not enough to diversify geographically and simply pick up new customers; you must diversify your products and services, too.

 

Work with your leadership team to figure out what you can add to your portfolio. How can you pivot to a product or service that has more demand during a recession? How can you provide more robust solutions to retain your current customers when they’re forced to make cuts?

 

Analyze and anticipate your customers’ needs and develop new offerings to keep your business cost-effective and relevant before, during, and after a recession.

Diversifying into New Markets and Industries

Finally, think big-picture and consider which new markets and industries you could serve to cover your bases during a recession.

 

If we look back at the Great Recession of 2008–2009, we see certain industries got pummeled: manufacturing, finance and insurance, travel and tourism, and certain segments of the construction business. New car sales plummeted. Four-year university enrollment declined heavily. Casinos, hotels and motels, jewelry stores—all of these businesses took a big hit.

 

Then there were other industries, like healthcare, that grew during the Great Recession, or at least held steady. Community college numbers went up. Grocery stores did well. Guns and ammunition, veterinary services, correctional facilities, multi-family housing, storage and warehouse leasing, remediation and environmental cleanup services—all of these were winners.

 

According to one recent IBISWorld report, all of the following industries are projected to grow: “tortilla production, wineries, vitamin and supplement manufacturing, software publishing, VoIP, IT consulting, video games, marijuana growing, and a host of online retailers.” Some of these industries may be off the beaten path, but if there’s an opportunity for you to start a relationship with a company in one of these fields, why wouldn’t you?

 

You can find up-to-date information on end markets and industries that will grow or be stable in the future if you take the time to look. The secrets are out there, but they’re not always free.

 

Here’s a pro tip: purchase a subscription to the IBISWorld database, which will give you access to hundreds of different industry reports. Research firms, like IBISWorld, also put out newsletters with information about which industries are hot right now and which are forecasted to perform poorly. Seriously, it’s like having the answer key to a test before you take it!

Don’t Let Your Defenses Drop

Diversifying your customers, products and services, and markets takes continual outreach, research, and maintenance, but by putting in the work and spreading your risk around, you’ll protect your business—and even position it for growth—during the next recession.

 

Jonathan Slain and Paul Belair founded Recession.com to give entrepreneurs a free tool to assess their recession readiness at Recession.com/Ready.

Interested in preparing a recession plan but don’t know where to start? Use the coupon code “felber” at www.recession.com/shop to get 50% off the Rock the Recession workbook to create your business recession-proofing action plan. 

Extend the Reach of Your Media Hits with Social Media

The Additive Manufacturing Media team at a video shoot with Fabrisonic in Columbus, Ohio

Congratulations! Your company has received multiple media hits with the industrial trade media you have been targeting. These stories will live forever on the web, impacting your search engine optimization and manufacturing company’s reputation. Third-party endorsements such as articles, videos, and blogs really move the needle. Check out our client Fabrisonic’s press room here. Below, learn 3 ways to promote your media recognition and drive leads to your brand.

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  1. Share your Media Recognition on Your Company’s Social Channels

Want to extend the reach of your press articles? Post media hits to your social media. If you have the big three social channels for manufacturers (LinkedIn, Facebook, Twitter), you can reach many more of your followers, fans and prospects by sharing your new-found recognition. Important: When posting, make sure to thank the publication to their social.  By tagging them, you reach their audience as well. Use industry-specific hashtags to reach a larger audience who may be searching for a similar topic.
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  1. Share in LinkedIn Industry Groups

Post the story to industry groups on LinkedIn. We view these groups as if they are a seminar audience. They’re interested in the field and captive. Time after time manufacturers can track lead generation all the way back to a LinkedIn post.

Also, remember to thank the media when they visit your factory.

  1. Create a Press Room on Your Website

Add a press room to your website where visitors can marvel at just how many editors and reporters were impressed with your operation. As I’ve stated before, industry media writing about your company adds third-party credibility to your company. Prospects and customers alike want to work with a successful company with a track record for success. Showcase your media recognition prominently on your website so people can see what makes your company great!

There you have it. Extending reach and the impact of your media stories is just a few clicks away.

What is a qualified lead? Just ask your prospect.

qualified-lead

Prospects have the answers to all of your questions. Have you asked them? Every manufacturer we work with wants more leads. To that end, they prefer leads that are more qualified and prospects that are inclined to do business with your company. So, why is it so hard to find “qualified” leads?

While every company has a definition of what qualifies as a good lead, there are some common traits amongst prospects. Do they hail from a particular industry vertical? Do they hold a certain title or professional certification? Or, perhaps they share common challenges with your existing customers (challenges of course that you have proven your company can meet). Another indicator of qualification is where is this prospect on the buyer’s journey. What signals are they showing, such as having a CAD drawing already designed or perhaps, they have bought similar products previously?

The answer may already be on your website – forms. When we onboard new manufacturing clients, we ask what are the top 5 questions (and the answers) you ask every prospect when you first engage them? The qualifying questions can easily be placed in a descriptive form that, when filled out by your prospect, provides your sales team with a more detailed image of the prospect’s potential to turn into a customer. Two examples of great forms used by our clients can be found at these links:

So, how do you attract them to your website and to the actual form itself? You must have an engaging offer on your website. Perhaps you can offer an industry report, trend analysis or insightful eBook. Or, demonstrate your expertise with case studies or published industry articles. Having a valuable offer with certainly, drive prospects to your forms. Then, let them qualify themselves. Read about how content plays a critical role in lead generation.

Why Manufacturers Need a Content Map for Inbound Marketing Success

Need help with driving prospects to your new and improved form? Engage with us and we’ll show you how we can help.

Download Here Industrial Manufacturer's Guide to Inbound Marketing

FACTUR and Felber PR & Marketing to Host Summer Manufacturing Networking Mixer!


Enjoy appetizers, cornhole, and great manufacturing industry networking!

FACTUR is hosting a “Manufacturing Networking Mixer” in Cleveland at the Felber PR & Marketing Office

When: Aug 6th from 4:00 – 6:00 PM

Where: Felber PR & Marketing: 8963 Darrow Rd. Twinsburg, OH 44087

Who Should Attend: Job Shops, Distributors, Engineering & Consulting, and Service Providers

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How to Increase Manufacturing Sales with Social Selling

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They like me, they really like me!

Manufacturers have learned that LinkedIn is a great resource for connecting to professionals, promoting your brand and message. Many manufacturers attend trade shows, host webinars and engage in philanthropic activities, which they promote on social media. While these posts are great, manufacturers are missing one critical piece–reviewing their likes and comments.
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You might be asking yourself, are likes and comments really worth anything? The answer: You bet! As prospects and customers become more and more insulated, hiding behind voicemail and email, sales teams are having a rough time reaching prospects, let alone establishing a relationship. Enter social selling. After all, isn’t that why you are building your LinkedIn network in the first place?

Social selling will help you initiate and even build on relationships. You need a systematic, repeatable way to build your prospect pipeline. What better way to build relationships and create sales opportunities than engaging with people that are already liking and commenting on the variety of your content? Whether you are posting company news, white papers, photos of new products or blogs, people are engaging with you on social media should not be forgotten.

You already target a specific prospect persona (see our article Why Developing Buyer Personas is Invaluable for Manufacturers to learn more about personas). And, you already know that they buy on their timeline. Your sales cycle might often be 6, 12 or even 36 months long. This fact alone screams nurturing these prospects with content until they are ready to purchase your products. Here in lies the reasoning behind social selling and inputting those “like and comment” folks into your database.

If you are not connected to the person you’d like to thank for the like or comment, send them a request with a personal note thanking them for their engagement on your post. Along with thanking them for liking your post, you will want to enter them quickly into your prospect database.  It is common, with people changing jobs routinely, that the email address listed for your newly-connected prospect is a Gmail, Hotmail or even AOL. Since you want the business email for your content nurturing program (reference: Why Manufacturers Need a Content Map for Inbound Marketing Success ), here are a few ways to secure the correct email.

Start with their company website. If they’re listed great. You’re done. But, if the website does not list personnel, what can you do? Try the free Chrome add-on www.hunter.io This cool site helps you search for and even anticipate the email structure (e.g. first_last@abcmanucturing.com) that the company uses.

Another free Chrome add-on for use while on the LinkedIn contact’s screen is www.contactout.com. Now that you have the correct business email, you can continue to build, nurture and engage your prospect with your brilliant content. Happy social selling.

 

Public Relations For Manufacturers – Our Best eBook Yet!

Hot off the virtual presses

Learn what we have practiced with industrial publications since 1993

Let’s face it, manufacturers are living, breathing and selling in a digital world. However, manufacturers shouldn’t discredit the power of traditional publicity tactics. A strong PR strategy can aid in attracting better prospects to your brand and building credibility in your industry.

Download the free eBook on Public Relations for Manufacturers

For more than 25 years, our firm has represented business-to-business manufacturers and given them the recognition they deserve through public relations. We created our eBook, Manufacturer’s Guide to Public Relations, to give manufacturers a framework to develop a strong public relations strategy.

See how 3D metal printer attracted over 15 media appointments

Want to see this in action?

Media Appointments That Are Out of This World – Case Study, Fabrisonic LLC.

 

 

Seven Strategies for Increased Employee Engagement

Guest blog post

Employee engagement has been a hot topic amongst corporations, large and small, for almost two decades now. Most organizations recognize the importance of an engaged team; it helps you lower your risk of turnover, boost customer satisfaction, realize higher productivity, improve the bottom line and increase your company’s overall chance of success.   Yet less than 33% of employees are engaged in their jobs in any given year.

Companies have been focused on this metric for years, but the engagement numbers haven’t changed much since 2000. In one of Gallop’s recent reports, The State of the American Manager, they determined that managers account for as much as 70% of variance in employee engagement scores. Thus, bringing truth to the phrase “people don’t leave jobs, they leave managers.” So, is there anything you can do to make your employees feel involved in and enthusiastic about their work and workplace? Happily, YES!

Leaders should view every interaction with an employee as one with the potential to influence engagement and inspire effort. How leaders interact with and manage their employees can substantially affect engagement levels in the workplace, which in turn influences the company’s bottom line. Here are few strategies organizations can use to help build engagement with their employees:

 

  1. Have and Communicate a Clear Vision

Engagement starts with the leadership communicating a clear vision for the organization. People naturally want to belong to something greater than themselves. Your vision should inspire passion and commitment from your employees (and other stakeholders) and should serve as the rally cry for your organization. If you team knows, understands and believes in the direction you are moving they are much more likely to engage.

 

  1. Explain the Why

People need to understand why they are being asked to do things. The best managers and leaders are transparent with their teams (to the extent they can be). Let your team know why they are doing things (or not doing them) and how their work fits into the bigger picture. The more they understand, the more likely they will be to want to help.

 

 

  1. Set Processes, Procedure and Expectations

From the first day of employment, make sure you have clearly laid out processes, procedures and expectations for each employee. People crave certainty and they find it stressful when they are unsure of what is expected of them from day to day. If you are clear from the beginning, neither you nor the employee should encounter surprises.

 

  1. Get to Know Each Individual Employee

The strongest leaders take the time to personally connect with their teams. They get to know them at a personal level, outside of just their work, and remember that they are human with real thoughts, feelings, responsibilities, families and challenges. These leaders are interested in their team’s hobbies and families and allow each employee to bring their “whole self” to work. Showing you care creates trust and loyalty. Knowing that they are respected as individuals at work can have a significant impact on how employees view not only their jobs, but their overall lives.

 

  1. Understand Individual Motivators

We each have different motivators that drive our desires and our decisions. As a leader, it is your duty to identify the motivators for your team. Each person is likely driven by a different factor, so by understanding them you will be better equipped to tap into the right ways to engage your team.

 

  1. Create an Incentive Structure

Now that you know what motivates the individuals on your team, you can create incentives that speak to those motivators. Great organizations have at least six different incentives available for their teams. Here are a few examples of motivators and incentives to support them:

  • Security – benefits, job stability
  • Financial – fair salary, bonus opportunities, one-time incentives
  • Learning – on-going training and development opportunities
  • Leadership – opportunity for advancement into management roles
  • Expert Status/Recognition – new hire mentor, trainer
  • Altruistic – community service projects
  • Relationships/Connections – committees (i.e. safety, employee engagement), team building events

 

  1. Encourage Regular Feedback

People want to feel valued and know their input matters. Give your team a safe forum to let you know what is happening within your organization. Be open to ideas and suggestions from your team. Often the best ideas and solutions come from the people living through the pain points or those who are closest to the customer. Remember, you don’t need to act on everything. However, you should address and acknowledge each suggestion and explain why you are tabling it for now.

 

The best leaders ensure that all their employee engagement efforts are aligned. They find ways to communicate the impact of the engagement efforts to the entire team throughout the year and they share best practices across the organization. Strong leaders use every opportunity, every touchpoint and every communication vehicle to reinforce the organization’s commitment to employee satisfaction and engagement.  Employee engagement becomes a piece of the organization’s strategy.  Your team is your organization’s most important asset, make caring for them a priority.  If done right, these seven strategies will help you inspire trust with your team.

Stacie Riffert is a certified FocalPoint business coach and is the owner of Empowered Leadership, LLC. Stacie’s 20 years of business experience, as a General Manager and Sales Director with PepsiCo, and the proven FocalPoint tools combine to powerfully empower business owners to maximize their productivity and profitability. For more information visit https://stacieriffert.focalpointcoaching.com or contact her directly at sriffert@focalpointcoaching.com

 

 

The Person All Manufacturing Salespeople Should Know

October is an exciting time for manufacturers. Last Friday, October 5, 2018, was Manufacturing Day, a national holiday where manufacturers around the country use MFG Day as an opportunity to inspire and recruit the next generation of manufacturers. What I love about Manufacturing Day, which people celebrate throughout the month of October, is that American manufacturers are showcasing what modern manufacturing looks like to students, professionals, media, and the general public.

In honor of Manufacturing Day and Manufacturing Month, throughout the month of October, I will be highlighting influential people in the manufacturing industry on the Felber PR & Marketing blog. The first feature is on Caleb Townsend, Co-founder of Factur. Townsend is an individual and resource that every manufacturer should know. If you sell a product or service to manufacturers, keep reading.

Caleb’s Manufacturing Background 

Townsend’s exposure to manufacturing started in childhood. His father was an engineer for Navistar, a manufacturer of commercial trucks and buses.

“Manufacturing shop talk was frequently part of the dinner table discussion. I loved hearing my dad’s stories about the projects he was working on and I thought it was so cool that he helped build these huge vehicles”, says Townsend.

Upon graduating from Purdue University, Townsend worked in account management and sales in a variety of industries including finance, business consulting, and a VoIP provider. In February of 2011, Townsend joined Wentico and Co., a general construction company that serves the greater Indianapolis area, focusing on commercial/residential construction and flooring, as Vice President of Sales. After working at Wentico and Co. for over a year, Townsend was ready for a new challenge. He joined Qualtronics, a specialist in Electrical Wire Harness Assembly & Wire Harness Design, in June of 2012.

“Working at Qualtronics was exciting because they create niche products that other companies will not touch. Any company requiring mobile products that are diesel powered and produced in volumes less than 500 a year, Qualtronics can help. If you see a unique piece of equipment and say to yourself, ‘I don’t see that that often’, Qualtronics probably produced the wire harness on it”, says Townsend.

Qualtronics gave Townsend exposure to a variety of different industries including waste management, construction, agriculture, marine equipment, emergency response, and more. Every customer and project was an opportunity for Townsend to learn a new industry or process. It was there that he realized manufacturing was more than a career to him– it was a passion.

NEO Event: Manufacturers, Recruit & Retain Better Talent with Company Culture as Your Secret Weapon Click here to learn more & to register!

Creating a BNI Model for Manufacturers

Townsend was introduced to Gabe Draper, his now business partner, through Rob Dally, president of Qualtronics. Draper had a vision for a BNI-style business referrals group, exclusively for manufacturers.  Since Townsend ran a BNI group when he worked in the construction industry, partnering together was a ‘no-brainer’.

“At first, we wanted to start this group for our own sales efforts.  In November of 2012, we had our kick-off meeting with 17 attendees present. After 2 months of meetings, we realized how valuable our group was and decided we wanted to launch in on a larger scale”, says Townsend.

Factur, formerly known as Manufacturing Referral Network, became an entity in January of 2013 and the business has grown substantially throughout the 6 years.

Factur’s Mission and Services

Factur’s mission is simple–they help manufacturers find new customers through two models:

1) Manufacturing Networking groups – Currently, Factur has referral-based networking groups in 8 major cities. What makes Factur’s networking groups unique is that each group is exclusive, meaning that they align you with other non-competing manufacturing suppliers. The groups give members a process to work together to get in the door at manufacturing companies you want as customers.

2) Prospecting Service – Factur handles the part of the sales process that is often neglected when sales managers get bogged down with managing accounts: prospecting.  Factur helps companies identifying leads, finding decision makers, and set appointments. Factur looks and feels like an in-house salesperson at your company but step out of the process once the appointment is set, leaving your salespeople to close the account and manage it.

“I think what has led to Factur’s success is that we cater to a demographic which was previously neglected. We are a resource for manufacturing suppliers and help them grow their businesses. We added prospecting to our business model because we realized that the salespeople in our groups were missing opportunities. They were so busy account managing that they were neglecting prospecting and bringing in new accounts. We are continually looking for opportunities to support our members and fill in the gaps in their sales processes”, says Townsend.

Unlike traditional sales managers who typically can only make 12 prospecting sales calls a day, Factur can make 30 prospecting calls for your manufacturing firm a day. The Factur team’s extensive background in manufacturing allows them to quickly get up to speed on your products and processes. They do the work to prospect and qualify leads for your business, so your salespeople are not wasting time talking to companies that are not ready to buy.

Don’t believe you need a person or partner at your manufacturing firm solely responsible for prospecting? Check out this excerpt from a prospect email the Factur team got in regards to their work with client Qualtronics.

And lastly, as busy as most companies are, particularly in this area, and with the difficulty in the labor market, how is it your company has additional capacity to pursue additional business?  I have not had an inquiry by a company in your market in quite some time, so it raises the question, what is different with Qualtronics?’

Connect with Caleb Towsend and Factur

Factur is working to expand its reach and there will be 4 new city groups launching by 2019. Connect with Caleb on LinkedIn or visit https://bethefactur.com/ to learn more about joining the Factur Networking Group in your city.

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A Mfg Day Reflection: Why Case Studies Need to be Part of Your Sales Strategy

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Tomorrow, October 5, 2018, is  Manufacturing Day. This month, across the country, people will join in celebrating modern manufacturing. Students, educators, media, and business people into their facilities to educate them on manufacturing careers and change the public’s perception of the manufacturing sector.

At Felber PR & Marketing, we love the excitement that comes with Manufacturing Day and work with our clients to develop great content that portrays manufacturing progress. Content is an excellent tool to highlight your company’s expertise, educate your prospects and customers, and add value. In order to stay competitive, manufacturers need to have a strong digital marketing and content strategy. Case studies provide your company an opportunity to showcases specific projects or work with your customers. Case studies also add third-party credibility and could be the difference between your prospects choosing you over your competition during the decision process of the buyer’s journey.

NEO Ohio Event: Manufacturers, Recruit & Retain Better Talent with Company Culture as Your Secret Weapon Click here to learn more & to register!Why Case Studies Are Effective

Since the invention of the white picket fence, neighbors have stood on both sides and asked each other for advice. Who’s the best landscaper, which store has the best produce, or even which doctor do you prefer? Humans trust opinions before sales pitches and case studies provide your prospects with the assurance that other credible companies have purchased your products. What’s the biggest white picket fence (e.g. platform) in the world? Social media such as Facebook, LinkedIn, Twitter and Instagram  – all social for that matter, are the platforms for the world’s conversations. Ever seen ISO______. In search of (insert your product here).

 

Third-Person Credibility

How often are we asked for referrals? Almost every prospect we meet asks if they can talk to our customers. Case studies are written proof that other companies, real people, have trusted (and not been burned) by your work. We’re often amazed by the great stories our clients tell us about the solutions they provide. Unfortunately, these great salespeople, owners, and technicians have never committed these stories to writing. I mean NEVER have they posted a blog, NEVER told their story an industry reporter or printed a one-page document about their achievements. Stumped on how to ask your manufacturing customers for case studies? Read our blog: How to Convince Your Stubborn Manufacturing Clients to Participate in Case Studies

 

Case studies can be featured on your website (like our success stories), sent in follow up emails to engaged prospects, or used in a coordinated media relations program. We speak to a lot of editors on behalf of our clients. Editors and reporters love case studies. It is the single biggest request we get from these media professions. Why? Media inherently want to stay neutral in the content they present to readers. Readers trust the content in magazines to be journalistically vetted. Remember the neighbor giving his opinion? This is just as powerful. Could your company improve their position in the marketplace by posting, emailing and tweeting an article in one of these trusted publications?

 

So how do our writers learn about and actually help these stories come to life? We love factory tours. We renamed them ‘content tours’ as they provide the material needed for case studies. I can already hear you. “But we’re engineers, not writers!” No worries, we are! Learn about this service here.

I'm ready to align my sales & marketing strategy!