This is two presentations; the first is about building your businesses web presence which includes a discussion about making your website a powerful marketing tool and how to incorporate social media. The second presentation is how to build a dynamic team within your organization and how to lead them. Both of these were presented to the Canadian Tooling and Machining Association

1. triggerstrategies.ca

2. 87% of buyers start their sales process
with an internet search
Source: Google

3. “It is not the
strongest of the
species that survives,
nor the most
intelligent. It is the
one that is most
adaptable to
change”.
Charles Darwin

4. What is an online presence?

6. The 10 most important things your website
must have
1. A clear description of who you are
2. An easy to understand and remember website address
3. Easy to use navigation
4. Testimonials
5. Calls to action
6. Fresh content
7. High quality images
8. Social media integration
9. Be mobile friendly
10.Analytics

9. Facebook
Primarily friends and family. You must know the
person to gain access. Ideally suited for
consumer focused brands.
Linkedin
Primarily business colleagues. You must know
the person to gain access. Ideally suited for
recruiting and sales.
Twitter
Primarily interest based. You do not need to
know the person to gain access. Ideally suited
for educating and building credibility.

10. Our 5 Rules of Social Media for business
1. Social media is a collection of communication tools. It’s what you do
with those tools that matters
2. Social media is about people – not technology or your products and
services
3. Develop a give first mentality – don’t sell – connect
4. If you’re going to do it, do it on a consistent basis
5. Create, find and share content that people will want to consume and
spread

13. Content is KING!

15. What would happen if I Googled YOU?

16. Your Online Strategy
SEO
Prospects
Social Media
Website
Customers Content
Email
Influencers
Directories/Ads

18. Break…..

19. Case study #1
Industry: Tool and Die Company Size: 45 Employees
Situation-Overview
Second generation company, looking to adjust markets, wanted to build on a
vision and clear goals, wanted sustainability.
Steps:
1. Senior managers developed a clear picture of achievable, but stretch goals.
2. Every employee in the company developed own personal vision and goals.
3. Tested contribution daily and reported ‘wins’ every week. Everyone was
part of the company’s success and growth.
What happened:
Original vision was ‘3X5’, triple the business in 5 years.
Achieved the vision and goals in less than 4 years, developed new markets,
attracted key contributors to the team.

20. Case study #2
Industry: Industrial Retail Company Size: 18 Employees
Situation-Overview
Family organization. Wanting to grow sales and service to better compete.
Wanted to engage all employees in new market demands and idea
generation. Two separate retail locations.
Steps:
1. Brought entire team together for a series of off-site strategy meetings.
2. Company formed two groups, one focused on sales, the other on service.
3. Initiatives developed were executed by everyone at all levels.
What happened:
Employees felt recognized and empowered. Great ideas were generated and
people ‘owned’ the stake in the outcome. Sales and service dramatically
increased. Two locations came together. The owners felt a significant
reduction of stress.

21. Case study #3
Industry: Heavy Construction Company Size: 150 Employees
Situation-Overview
Company enjoyed 30 years of success, but now competing more on price from larger
competitors coming into area. Service offering was always a benefit, but larger
growth with more people creating conflict between departments and losing edge
they once had. Stress was high to maintain market share and keep up morale.
Steps:
1. Owner, managers and team developed clear vision together.
2. Employee sessions brought people together, asked opinions, contributed.
3. Small, intense focus groups kept up momentum and action.
What happened:
Departments came together in cooperation. Shared expectations reduced
conflict and fighting for resources. Employees felt part of ownership and kept
management on track with accountability structures and commitments.

22. Case study #4
Industry: Restaurant Supply/Service Company Size: 40 Employees
Situation-Overview
Exponential growth in market. Sales and service teams competing for resources and
needing to cooperate and come together. Service levels needed to remain industry
leading to stay competitive.
Steps:
1. Full company came together for a series of off-site meetings.
2. Explained market changes, top client demands and need for service
excellence. Had everyone agree on need for synergy and cooperation.
3. People divided into ‘mixed’ groups to strategize actions and commitments.
What happened:
Team building happened naturally. Teams owned progress and success
stories. People innovated in new ways. Best ideas came from the service
teams on site.

23. 5 Steps to create the ultimate
team environment, engage
your team and get everyone
on the same page….

24. Step One:
Clear expectations

25. Step Two:
Fingerprints on the goals -
everyone

26. Step Three:
Everyone has individual plans
that align to the strategic plan
(90 days)

27. Step Four:
Get good at giving
recognition…at all levels

28. Step Five:
Everyone is a business thinker
with a stake in the outcome.
They understand changing
customer expectations and
changing markets.

29. Step Six……BONUS
Everyone has a sense of
urgency to hit stretch goals

30. Wait…one more
Honey, are you ready for your
performance appraisal?

32. Thank You
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