Credible And Relevant - Melanie Asher - The Revenue Maze - Episode #023

Today’s guest is a marketing extraordinaire. She’s at her best when juggling rapidly changing priorities and has a reputation for taking risks grounded in practical realities. Melanie Asher is the Founder and CMO at Omicle. Melanie is not confined by “we’ve always done it this way.” She finds new and unique ways to help companies increase their revenue. Melanie joins the host Valerie Cobb to share some of her tips on how to find your way out of the revenue maze.

Takeaways:

  • One way to get yourself out of the revenue maze is to be crystal clear on the messaging you send. The message is not from your perspective, it’s from the client’s perspective.
  • Daily, most people get anywhere between 30,000 to 90,000 messages. It is your job to make your message different and stand out from the rest of the noise.
  • As an expert on a certain subject, you don’t need to feel like you have to demonstrate your knowledge. You can show you are the expert by simplifying the value you offer.
  • It’s important to know why you are running a business, but your clients are more interested in how you can help them solve their problems.
  • Being able to connect with your clients can help increase your revenue. Building a relationship between you and your clients can help lead to bigger deals.
  • There is a difference between consultants and fractional employees. Fractional c-suite executives typically give you the advice of a c-suite-level person at a fraction of the cost.
  • Spend less time worrying about what other people think and focus more on what your gut is telling you. Trust your instincts to lead your business to success.

Quote of the Show:

1:31 “Be crystal clear on your messaging and it is not from your perspective, it is from your client’s perspective and your perspective clients.”

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Credible And Relevant – Melanie Asher – The Revenue Maze

I’m excited about having this guest. She’s an amazing human. I love her dearly. She is all things purple. We’re just going to throw that out there and you will see that she has a wonderful purple comfy couch out there and she is everything marketing extraordinaire. She’s written books, writes content, helps us gather our thoughts, and is an international speaker. She is the Founder and CMO of Omicle. Welcome, Melanie Asher.

Thank you, Valerie. I am beyond excited to be here. I tune in to your show all the time and I’m excited it’s my turn.

I’m glad you tune in to it. I love hearing stuff like that, and I love having the show be very humanizing. We don’t script anything. Here’s the cadence. Here we go. Before we get into all the amazing stuff that you do, we always ask the same question of what is one thing that you can tell readers or viewers that they can do to help themselves get out of the revenue maze?

Be crystal clear on your messaging, and it is not from your perspective. It is from your client’s perspective and your perspective of clients. We have a tendency to be the experts, which don’t get me wrong, we are the experts. We need to be the experts to have a thriving business. Your clients hire you because they are not an expert. Take that expertise that you have and put it in common everyday language so they can instantly connect with it, relate to it, and say, “I need to hire you now.”

If anybody hasn’t witnessed when Mel was doing this with her clients, it’s a gift because I’m a hero in my mind most of the time. I’m being clear and it comes back in four words. I’m the most worthy person on the planet. Take us through a moment on how you help people achieve this because that’s one of the things that is difficult, especially for founders and owners of businesses. They think that vicariously, people are going to get it.

They also fall into the trap of there being such a need for this. They have to understand. What they don’t realize is we are inundated with anywhere from 30,000 to 90,000 messages every day. Let’s go with the low end of that, the 30,000. If you’re being inundated with 30,000 different messages every day, how or why should your one message stand out?

I’ve been preaching digital deluge, but now you put like a big brick on my shoulders. When you said 30,000, I don’t have the capacity to read 30,000 messages.

Factor in every email that you received during the day. Every time you log into any social media platform and you simply scroll through your newsfeed, each of those is a different message. I didn’t say you read them. I said you scrolled through them and scanned them. We then have when you’re driving around, your notifications, and you watch any version of TV and see commercials or product placement in the shows that you’re watching, all of these add up. Don’t forget the different products that you have sitting on your desk or around your house. Why would someone remember your message?

In companies that I work with, a lot of times, it’s a complex sale. Since they are educating the public on even needing it, that’s what makes it complex. People are like “It’s because there are 250 touchpoints to purchasing and whatever sales name we all shout sales enablement.” If you’re a brand-new product or you’re a resurrection and now you’re on the front of the curve again, either way, you’re on the front of that curve. I would tell people, “How do you go back in time before Uber and Lyft? Describe what that is in four words? Describe what they were going to offer in four words.” It’s not a taxi, but it is.

It’s not a limo service, but it is. It’s not a rideshare, but it is, and they’ve added food into it. You bring up a valid point. Most branding activities or messaging exercises that leaders go through tells them that result upfront, “Give me four words,” and that’s the first thing I say. I don’t care how many words. I want it conversational that it flows out of your mouth and you don’t have to think about it. If you have to think about it, you’re focusing on the number of words and not the value. A message that you and I have talked about before, and I know you’ve had on your show before is the conversation about making it easy to do business with you.

That was Catherine Brown.

That’s where this comes into play. You’re the expert. That doesn’t mean you need to brag about being the expert. That means you can demonstrate you’re the expert by simplifying the value that you offer, so somebody doesn’t have to think about it. They can say, “You get me. You’re in my head. How did you know I’m struggling with that?” When you get to that point, it’s like, “You’ve eased my fears. You’ve shown me it’s possible. By the way, I can have this set up in an hour. That’s amazing. I didn’t think this was possible.” We don’t leave it in a tagline that we’re often in terms of thinking.

TRM 23 | Credible And Relevant

Credible And Relevant: Just because you’re an expert doesn’t mean you need to brag about being an expert. That means you can demonstrate you’re the expert by simplifying the value that you offer.

I call this a WOW statement. Whenever we come up with whatever that phrase is, we then weave it into everything that we do. We weave it into our blog posts, our podcasts, our sales messaging, and our general conversation. For example, my WOW statement is to be ready to scale. Everything that I put out there is about being ready, meaning the mindset or the preparation and the ability to execute scaling your business. It’s absolutely everything. You’ll see that in blog posts and interviews. I will make references to mindset, scaling your business, how to bring the two together, and how to generate results.

I do see that in your tagline, and it is so simple. I’m sure it wasn’t that easy to come up with that. I’m still messing with my mission or vision, depending on if you’re a Jim Collins or The Great Game of Business, whichever one you want.

You can’t see the forest from the trees. It’s your business. You’re attached to it. For you to be able to do it, it can be excruciating and it can take 100 times longer than when you bring somebody in who can ask questions and help you get out of your head and say, “What I’m hearing is this.” You see the light bulbs go on. In all honesty, for me to come up with and be ready to scale, I’ve been in business for twenty years and I started using this a year and a half. When I work with clients, it can happen as quickly as 15 minutes, or it can be a 6-month process, depending on how the client works and how much testing and tweaking needs to be done.

The other thing is I don’t come in and say, “I am the expert. I know better than you and I know better than your clients.” I say, “Here’s what I’m hearing. Here’s what tests well from an SEO perspective, a market research perspective, and also a bit of trademark research. Let’s test it with your sales process. Let’s test it with perspective clients and see what feedback comes back.” Sometimes we’re dead on. Other times, it’s like, “Let’s do a bit of tweaking here and there. We then have it.” That’s what we proceed with.

Times do change and the way that people think changes, so we have to update that. You also brought up a critical point. I got my vision finally only a year and a half ago as well. Everybody was like, “What’s yours why?” I’m shouting out to Simon Sinek, “What’s his why?” That’s been around forever. We always say that. It was at a Vistage meeting and it was the Vistage chair, she said it’s God, family, and business.

We all were like, “I don’t get it.” She said, “T business can change lives faster than the government can.” I said, “I’m adopting that because that makes sense.” That’s why I’m in business. It is to help small businesses succeed. They pay it forward. They employ people who then get more people and it grows. Cultures are created and they can do it so much faster than the stalemates that you have in government.

As I started to think that through, you said, “Be ready to scale. It’s easy.” The gist is you’re prepping them to get to that scale point that it won’t fail because a lot of them fail in scale. You have a founder who’s the hero in his mind, who can go out and sell, tell anybody about what he’s doing, buy into the vision that he is passionate and everything, and it’s like, “Now we got to scale. I’ve got to hire salespeople and go eCommerce. Everybody has to catch my vision and I don’t know how to repeat that so that they do.” That’s what you’re saying.

To build off of what you were talking about, that whole WHY element, I know a lot of founders resonate with, “What is your why?” This is the difference between a founder as a person and a founder in a business. Your why maybe what drives you personally. When it comes to the business, your clients and prospective clients are not invested in why you do what you do.

They’re invested in what you do changes help or does solve some problem for debt. Harness your why and then frame it in a way that they can connect with. When they connect with it, then they care about your why. Until then, nobody cares. That’s the reality. The difference between you and me having a personal conversation versus being a part of the executive team trying to figure out how to better connect with our audience, generate more sales, grow our business, and take us to the next level, whether it be acquisition, buyout, or launch of a new product or division. It’s a different mindset. Being able to wrap your head around that and frame it in a way that your market receives it as if it’s their idea is completely different.

When it comes to the business, your clients and prospective clients are not invested in why you do what you do. They’re invested in how you do changes, helps, or solves some problem for them.

That’s an interesting concept and you said it so succinctly. You took it from A to B to C the group, to all of that. I remember my roots working out of college, Nordstrom, and the customer was always right. There’s been this young entrepreneurial stuff that the employees are always right and the customer is happy.

I couldn’t wrap my head completely around that sentiment. It’s a three-legged stool. They all need to be happy. Don’t get me wrong, I’m not saying employees shouldn’t be happy but everything that Nordstrom did was centered on that customer, which is solving some challenges. We go, “It’s clothing. They’re not solving the world’s challenges.”

If you talk to a loyal Nordstrom client, they will tell you otherwise.

I remember one time with that methodology, I had a hot second of sales training with those guys. I had women who had come into the department when I had my daughter, they’d handmade a blanket for me. I had another one that they all came in and gave me gifts. These were customers. They were loyal to Nordstrom, not because I’m so wonderful, but because it was the methodology.

It was the fact that the customer was always right. We all hear horror stories. They took a tire in and returned it. It was the focus to make people feel good when they were in that store. We deal in society with health and wellness and those connections. It makes sense when you’re saying, “You’re solving that problem.” Even when you were quoting off Catherine Brown and you know how good humans sell, a lot of times, sales teams get that head trashy stuff like, “I’m not making a difference. I’m not doing good in the world. I’m not making it easy for you to buy because I don’t think we’re good.” They do that.

Products come up that you saw a gap somewhere. Something was wrong. I used an example and this is from my product dev days, but I was trying to get a rip out of this head trash. At my age, if somebody would do a lotion stop where you could mix all your lotions in one thing so in the morning you could lotion yourself with 1 instead of 12 because I’m older. If we put down 365 days a year times 3 different applications, it was saving me two minutes a day. Two minutes a day times 365, that’s time I could have been doing something else. We were using that as the analogy and I thought that was an example of a gap. Something that bothered me enough to go, “I don’t like this. I don’t like putting on seven pounds. I’m not sixteen.” You’re saying that.

You used something to the effect of making somebody feel. That’s a lot of what marketing, sales, and client experience are creating. It’s the perception and the feeling that everyone involved is winning. It’s not about taking advantage and manipulation. It’s about creating an environment where you have a win-win situation. The situation wins and each party wins.

Marketing, sales, and client experience are all about creating the perception and the feeling that everyone involved is winning.

When you create that, you have a different dynamic and relationship. Companies and founders love to talk about referrals, word of mouth, and everything as if that’s the only way to make it happen. If you want that as your result, how do we create the environment for that to be repeatable and consistent?

Repeatable and consistent. That is the difficult part. Those are two easy words.

They’re easy words and it requires being intentional and going from selling the dream to knowing exactly what you’re selling. Having that clear messaging and experience. If in working with your client, you discover that there’s a pain point that always surfaces. When a client gets frustrated, they don’t get mad and don’t necessarily leave you, but there’s a point of tension. What’s causing this, and what can we do to improve their experiences and make us more efficient? It’s both and it’s not always one side or the other. It’s what can we do to improve it for both?

Something came into my head when you said yes and/or both. Do you mean it has to be both?

Yes, it does. It has to be both. I wholeheartedly love automation. I openly admit it. There’s a time and a place for automation and a way to do it. There’s a time and a place for personal connection. Sometimes, automation is good and improves the personnel. Sometimes, it has to be personal. It’s identifying what has to be personal versus what can be automated. Just because you can automate something doesn’t mean it should be automated. Again, going back to what are your goals? Are your goals to turn your clients in and out?

TRM 23 | Credible And Relevant

Credible And Relevant: Identify what has to be personal versus what can be automated. Just because you can automate something doesn’t mean it should be automated.

If that’s the case, then automate from now until the end of time. If relationships, word of mouth and extending your client’s lifetime value are of a priority to you, then we’re going to be having a different conversation. We’re going to be looking at different metrics and different ways of accomplishing your goals.

That’s very thought-provoking. First of all, the X-Files episode. We’ll talk after this show because I have to laugh about automating everything and a smart house. You shut everything down so that you didn’t do something. A lot is going around like mental health, especially through COVID. This was one of the things that all of a sudden, people went, “I want to work from anywhere, but I need that human connection.” We end up with that weird spot. People are screaming recession, and whether that’s true or not, I’m not going to get into that either. One thing that’s been interesting to me is back in 2008, the last recession, there was the whole uprising of digital and all of this stuff that was happening during this time. There were a lot of things going on.

There was the death of the salesman. Not the play, but the death of a salesman. There are not going to be any sales humans anymore. If everything is going to be digital, it’s going to take the place of somebody talking to you. You mentioned 30,000 different types of messages a day and all of a sudden, you see an uprise of automation to help with that. We’ve talked about capacity, we need that, but the human element came right back full circle. It’s like, “I got to talk to somebody. I got to figure this out. They’ve got to help me on this journey.” When you go back to your clear messaging, it has to be also credible and relevant.

I disagree with this approach, “It’s about creating a sexy tagline.” That’s great, but what does that do for you? A common one that I love to reference is, do you remember Taco Bell dog?

Yes.

That’s an entire generation that has been defied by this Taco Bell dog. Was it creative? Yes. Was it kitchy? Yes. Was it memorable? Yes. Did it define a generation? Yes. Did it generate revenue? No. Did it increase sales? No. Did it lose sales? Yes.

TRM 23 | Credible And Relevant

Credible And Relevant: An entire generation has been defined by the Taco Bell dog. Was it creative? Yes. Was it kitschy? Yes. Was it memorable? Yes. Did it define a generation? Yes. Did it generate revenue? No.

I didn’t know that. I got to see this use case. I’m excited.

That is why they got rid of her. Her name was Gidget. It was causing a loss of sales, even though from a cultural perspective, everyone was talking about the Taco Bell dog. You got the name out and you got the brand out, but it wasn’t driving conversion. It wasn’t leading to sales. Wendy’s has also had similar problems over the years, and a lot of companies do this. They focus on that going viral for a minute and not realizing that it’s a hot minute. The next day is 30,000 new messages and you’re yesterday’s news. Do you want to go viral today and be forgotten tomorrow, or do you want to build a brand that is sustainable, scalable, and relevant today, tomorrow and in the future? It’s a different mindset and approach. Again, we ask different questions and take different approaches.

There are so many thoughts that come up. You and I can talk for hours.

We’re good at that.

We got to stop talking. What you’re saying is so timely. It helps us take a step back. When we hear words like be clear or give clarity but talk about the difficulty of simplicity. I experience it in my life, my company, and in the things that I’m doing. At one point, I was working with a heavy equipment manufacturer. I’d come from healthcare and everything in healthcare is in acronyms. It’s like speaking Greek to half of the world.

No offense, not Greek-Greek. In the United States, no one understands this. I struggle with keeping that simple and this is what I do. People will say to me, “What is it that you do?” I go, “I’m a fractional CRO and I own a company of fractional CROs that I place.” They go, “What is that?” How do I explain this to people in simple terms? To me, it is a context in some cases and in other cases, I still haven’t gotten it right. You and I will have to talk about that afterward as well.

I have an article that explains what is fractional. I love the term because it’s more accurate than the traditional terms of interim or on-demand. There are also virtual thanks to COVID, but that one seems to be going away. It was cheesy, but whatever. I’m simple about it and say, “How companies have chief marketing officers?” The answer is always yes and I give them executive-level expertise on a part-time basis and for a fraction of the cost.

I have done that as well. What a lot of them don’t know is that bookkeepers have been fractional for a long time. We outsource all the time.

CFOs were the first to go fractional.

Yes, CFOs have been fractional for a long time. When I say chief revenue officer, the tech industry usually gets it. Manufacturing gets it confused with the chief sales officer and the VP of sales. Anything driving revenue is touched upon. That’s how I try to explain it simply, but then they’re confused. I’m on this uphill front of the curve because there are not a bunch of CROs out there that are doing it on a fractional basis.

With your case, I love the term because it’s more accurate to how you work. The challenge is that it’s a newer term, not necessarily a newer approach, although it is because it redefines it. With revenue, as you said, it’s about all of the touchpoints that generate revenue, which includes marketing, sales, and the client experience. If we want to go old-school business school terminology, that is a go-to-market framework.

It is a go-to-market framework and most of them need to redefine that go-to-market framework. The first time I get in there, I go through these five-year financials, work backward, and build org charts around who, when, where, and what that strategy position is. You’re a fractional CMO, but what they get us all confused with is consultants.

That’s where the light bulb doesn’t go off. How could you do that on a fractional basis? How have you gotten past some of that? To me, that’s the point. That’s one of the hardest things. You took us, the readers, through this great exercise of clarifying their message. Whether they know it or not, you took them step-by-step and put them back on some of the stuff that you do regularly at Omicle. How do you get that so they understand the difference between a consultant and what you’re doing?

I haven’t had that question because, in my description, I use it to say, “I embed myself with your team. I am a part of your team.” Even though I’m not an FTE, I think, function, act, and engage as if I am. By having that conversation upfront, their mind doesn’t even go down the consultant route. It’s like, “I can have a CMO and not pay a CMO rate.”

They get excited because they are on the potential path and solving their problem path as opposed to the technicalities. The technicalities come in after we’ve achieved that high state of, “You can solve my problems. You can help me,” then we sign the contract and we pay the bill. We have to pay the government taxes because I do that through my business. That’s a technicality. I also have a link to a calculator that compares a consultant rate to a full-time employee rate. In the rare case that they still don’t get it, I will send them this and say, “You can put in any number you want. Here’s the average range of what a full-time CEO or CMO is going to get paid versus what you’re paying me. You’re not paying benefits, any other perks, vacation time, or anything else.”

You’re embedded. You’re not a consultant that one and done and leaves. They call you up, get ideas and you’re in the meetings. People sometimes don’t even realize that with government payroll and everything, it’s 30% off the top. You’re saving them with it. Obviously, in that realm, we have to cover ourselves, but regardless, the 30% is not on them. Those are all fantastic stuff. We’ve talked about semantics and all this great stuff. It’s been a clarifying episode for me.

I’ve achieved my goal then.

I know it always is. I love all the guests because they teach me so much. One thing that readers love, and I love about this too, is we like to know more about Mel. What does she do in her free time? What would she give advice to her younger self and those things? Not business oriented, but I’m sure with purple, you do all the exciting things.

Purple is prevalent throughout my life in case you haven’t noticed. The Omicle element, both personally and professionally, there’s purple somewhere. We have stories on that one too, but that’s for another day. Lately, I’ve been loving books from Africa and African culture. No idea why. It’s fiction books. I’ve read 5 in the last 3 months. They’re amazing. Correction, I’ve listened to them, not read them.

I love the accents as well. I love to cook. Anything I make in the kitchen is an experiment or a concoction. Recipes or guides at best. Following rules has always been a slight challenge for me. I’ll set the rules and I’ll make sure others follow them. When I’m told a rule, my first question is going to be, “Why? I don’t like that rule. Show me why it’s important and then I’ll choose if we’re going to follow it or not.”

TRM 23 | Credible And Relevant

Credible And Relevant: Show me why it’s important, and I’ll choose if we’re going to follow it or not.

I know several people whose color purple is their purple and they do the same thing. It must be associated.

We can go into the science of purple if you like. There is an actual science for it.

I happen to say the Phoenician purple, the royalty, and all the stuff behind it. I love all the gem tones but I’m not stuck on one. I could see how you don’t love to follow the rules, but you’ll create them.

I love to go on hikes, and lately, I’ve been doing a lot of painting. My living room is lined with different paintings in different phases of completion.

I didn’t know you painted. I knew you were artistic, but I didn’t know that it was paintings because you talked about writing books and all these other amazing things.

I wouldn’t say I’m an artist. I turn my surroundings into my palette and however that is expressed, whether it be through traditional art or something simple as my desk. It is made of live edge wood. In itself, it is a piece of art. For me, that’s how it is. Everything is, how can I make it prettier? How can I make it its own piece?

One last parting advice from your older wiser self to your younger wiser self.

Spend less time worrying about what other people think and trying to please them. Trust your gut more and move forward. Take that one step. I had a mentor years ago and I’m drawing a blank on what the trail is, but it’s someplace international and goes on forever. It’s like a bucket item for some people. I’d have to look up what the trail is. The moral of his story is that he went and did this after he was divorced from years of marriage and he needed to find himself.

Spend less time worrying about what other people think and trying to please them. Trust your gut more and just move forward.

He went and walked. No shower. He stayed in a hotel once a month to shower and he goes, “You can always take one more step.” That has stayed with me no matter what my day is or what’s going on in my life, I can take one step. I don’t have to solve the world’s problems and I don’t have to solve all of my problems now. I just need to take one step forward. That’s it.

Now, I feel all inspired. I’m going to go take my one step. It’s very timely for a lot of people, but I also feel that sometimes women do that to themselves early on. I can’t speak for men because I’m not one, but for women, we tend to do that. That’s a rockstar way to think about things. Thank you for sharing that with us. People will want help with clarity in their messaging and all the stuff to meet the wonderful Mel. What’s the best place to get ahold of you?

The best place to get ahold of me is by connecting with me on LinkedIn, and make sure you mention Valerie’s show.

That’s a good segue to thank everybody for reading. If you like it and love it, comment and tell us how you like it. Tell Mel how you liked it because that’s wonderful. Thanks, everybody, and thank you again, Mel. It has been fun.

Thank you.

 

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About Melanie Asher

TRM 23 | Credible And RelevantI specialize in delivering brand clarity, marketing strategy, and operational efficiency to prepare founders to scale their business through revenue-driven leadership. I’m at my best when I’m juggling rapidly changing priorities and have a reputation for taking risks that are grounded in practical realities. I’m not confined by “we’ve always done it this way” and temper my trial-and-error approach with strategized options.

My clients often describe me as edgy, flexible, fun to work with, and engaging. They have won awards like “Best Place to Work” and “Most Innovative” and have been featured in national magazines as a result of our work together. I often hear, “You have a rare talent. You’re the visionary for visionaries and yet you’re grounded and can actually make it happen.”

As a branding expert and published author in the marketing space, I thrive working with organizations between $1-25M to unlock breakthrough customer acquisition and revenue growth.

I work with leaders to master the science of communicating for technology and the art of communicating with people. I’m often brought into companies because they need a complete marketing and operational overhaul and they don’t know where to begin let alone how to achieve their results. I’ve built and managed operations, brand strategy, social media marketing, and even audited business to build it out into a franchise model.

I have a reputation throughout my career for executive leadership presence and the ability to rapidly assess the current health and maturity of any organization, brand, or product—and identify immediate improvements to accelerate performance and profitability to go to the next level. I have a history of successfully working in B2B, nonprofits, and B2C environments, drawing upon an enormous toolbox of strengths that include consumer insights and psychology, market research, customer segmentation, omnichannel campaign design and execution, and marketing analytics.

My clients keep coming back and describe me as “creative and brilliant” and have described me as “Ms. Marvelous” because I cut straight to the truth. I’ve also been told that I’m easy to work with and that I make it safe to ask what my clients often perceive as embarrassing questions.

I am a proud graduate of the University of Washington’s Foster School of Business, Executive MBA program.

(formerly Mel DePaoli, MBA)

For more information, visit www.omicle.com

 

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