The Quisenblog

Recent research revealed that 70% of smart phone users are never more than three feet from their phones. Their smart phone is the first thing they check in the morning and the last thing they check before going to bed (sound familiar?).

People’s relationships with their smart phones is one example of how the “always on” culture of contemporary life is affecting us. Where once we had the ability to be “in touch” 24/7, now we’re expected to be. What used to be considered “down times” are now opportunities to check in or catch up.

One side affect of the “always on” society is an affliction some social psychologists have dubbed the “Fear Of Missing Out” (FOMO). This refers to the blend of anxiety, guilt and irritation we may experience while checking email, clicking through to links from our Twitter stream or seeing who’s checked in around us on Foursquare.

Deep down, we know that at some point, the technology that keeps us connected ends up serving as more of a distraction. We feel the pangs of wanting to disconnect. But then we think, what if I miss something?

How’s this for irony: the very technology that connects us with so much has us fearing we’re not connected enough. In this short video from Fast Company, author Scott Belsky refers to this as “Reactive Workflow.” Reactive Workflow comes about because of effort it takes to deal with all the stimulation that comes to us, primarily via new technologies.

One of the things that happens in our reliance on technology is we cease to be creators and instead become responders. We may be linked to our world 24/7, but is our work getting any better?

What ever happened to thinking time? To the ebb and flow of life? To the idea of self-reflection? Traditionally this “down time” gave thoughts and perspectives time to gestate. It was a powerful ingredient in the problem solving recipe.

Most of what we do via today’s new communications platforms is a reaction to something else. We might be checking our email ten times an hour, but we’re not creating nearly as much as we used to. Or as we should.

As marketers, there are two edges to the Fear-Of-Missing-Out sword. First, the realization that we can easily succumb to it, and spend our precious time in reactive mode as opposed to creative mode. And secondly, that the people we’re trying to reach with our communications are struggling with the same issues.

The best way I can think of to approach this from a communications standpoint is to keep things simple. Messaging. Products. Promises. Don’t ask customers to jump through a lot of hoops. Be relevant. And be authentically helpful.

Most importantly, we can keep ourselves from falling into the FOMO trap. Don’t be afraid to power down from time to time just to give yourself some space. If you didn’t look at your email until 10 a.m., would the world really come to a screeching halt?

Now, if you’ll excuse me, I’m feeling the need to check my email.

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“No. Matter. What.”

When Southwest Airlines dedicated themselves to being “THE low-fare airline,” they didn’t address it by saying “we’ll cut costs wherever it’s feasible.” They said they were THE low-fare airline—no matter what. So whenever someone from within the organization presented a business case that the airline could attract more business travelers by having wider seats, or by serving hot meals or by allowing business passengers to pre-board, instead of looking for a way to implement these initiatves cheaply, they dismissed these ideas all together. Because they got in the way of them being THE low-fare airline—no matter what.

When Nordstrom dedicated themselves to providing out-of-this-world customer service, they didn’t put a lot of “ifs” or “excepts” into it. Want to return something without a receipt? No problem. Want to return it after it’s obviously been worn a time or two? Still no problem. Want to return it, even though you don’t even know for sure it was bought there? Chances are they’ll take it. And do it with a smile. (There’s one urban legend that a man actually returned tire chains for a refund, even though Nordstroms never carried tire chains.)

Without a doubt, “No matter what” will cost you money. It may cost you some sales. It may cost you some customers. It may force you to eat some expenses. But if your brand vision is truly meaningful to your customers, and if you’re delivering it uniquely as no other organization can, that doesn’t matter. You just built and owned a valuable niche in your industry. And while others may try to copy your success, they will fail, because they’ll waffle on the “no matter what.”

One of the biggest challenges in implementing what could be a break-through Brand Vision is getting the whole organization, from the C-suite down to the street level, to buy into it and “live it” in their day-to-day transactions.

“No matter what” creates a narrative for your organization that everyone can relate to and re-tell. It eliminates wiggle room for interpreting your Brand Vision. It puts it on steroids, and eliminates the need for case-by-case interpretation. If I’m a sales clerk at Nordstroms, and I know my charge is to offer “uncompromised service, no matter what” I suddenly have permission to do whatever it takes to create a great customer story, without having to run it upstairs or refer to a policy manual.

Would your business look differently, or operate differently, if you added “no matter what” to the end of your brand vision?

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Remember when your grade school principal used to threaten you with the idea that your transgressions would go on your “permanent record?” As school kids, we all envisioned this “permanent record” as a granite slab that duly recorded every spit wad, hair pull and rubber band gun for all mankind to see.

Thanks to the Internet, there is another form of a “permanent record”: once something is said online, it’s being indexed by the major search engines. And when you Google search a company, an organization or an individual, what you get is a long list of relevant postings regarding that company or person.

The much ballyhooed permanent record.

The good news is, even though we may not be able to control all the online content out there that pertains to us, we still have an opportunity to “manage” it.

Here are five things you can do to manage your reputation online:

1) Accept that knowledge is power. If you don’t know what is being said, you won’t be able to address it. Make it a best practice to survey major social networks and blogs for comments about your company, products or competitors. Free tools such as Google Alerts and SocialMention.com can help you get started.

Too often, companies don’t like to even admit that negative things are being said about their brand. Their attitude seems to be, “If I ignore it, maybe everybody else will, too.” Reality check: they won’t.

2) Take steps to “organize the speech.” While you can’t control what people are saying about you, you can organize that speech by making sure your “good stuff” indexes high, that you add fresh, interesting content on a regular basis and that you correctly “claim” the listings (Google Places and Yelp! for example) that you are entitled to.

3) Don’t be shy about rationally responding to the not-so-good stuff. And do it with an attitude of “helping.” By “respond,” we’re not talking about arguing, justifying or trying to bribe commentators into pacification. It is more of an acknowledgment that you’ve heard the person, and you are sincere in your attempt to help them work through their issues.

While it’s understandable to think of Social Media as a dialogue with many, actually, it is a one-on-one conversation that takes place in front of a very large audience. Once your community sees how you deal with comments—both positive and negative—they’ll have a fuller view of you. For a crash course in how NOT to do this, check out this experience Kathi Kruse wrote about regarding her experience with Hertz Rent-a-Car.

4) Reach out to the people and groups that love your brand. Getting others to talk about your brand, whether on your pages or elsewhere, is a terrific way to get positive comments indexed. Embrace the people who love your brand and challenging them to speak up and share the good word.

5) Check your Google results regularly, and regularly add new dynamic content to the mix. Google doesn’t index websites, it indexes “pages.” So whenever you add a new content page to your blog, you’re giving Google one more opportunity to help you show up in a positive light.

It pays to regularly to a “Google check” of your brand and other trademarks to see what’s out there. If you come across some less-than-flattering comments about some aspect of your organization or its services, indirectly answer them by writing a blog post that provides your point of view on the matter. There’s a pretty good chance your retort will show up in the same search as the original negative content.

The advantage of knowing what’s being said about you, good and bad, is that it gives you an opportunity to respond immediately. You have a lot invested in your good name. It’s worth taking a few pro-active measures to protect it.

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Pretty obvious question, you say?

Once upon a time, naming your competition was pretty simple. Your competitors were the businesses in your market area that sold the same sort of products or services as you. But thanks to the Internet (more specifically Google), all that’s changed.

Now your competition isn’t so much who you say it is. It’s who Google says it is.

When your key word search terms are entered, who shows up? Is it the “usual suspects” you’ve been going toe-to-toe with for quite some time? Or are there new “competitors” (online or offline) that show up in the search?

Whichever is the case, before you can figure out how to take on your competition, you first have to know who they are.

For the sake of simplicity, here are four different types of competitors it pays to consider:

1. Brick-and-Mortar Competition
These are the competitors you have a pretty good handle on. They’re the ones you compete with on a fairly regular basis. If you’re Staples, your brick-and-mortar competitors are mom-and-pop stationery stores, as well as chains such as OfficeMax and OfficeDepot. Chances are you know these guys pretty well, and you’ve gotten quite adept at competing head-to-head.

2. Competition That Ranks For Your Keywords
Thanks to the Internet, it’s not just local companies you need to worry about. You also have to be aware of your search competitors – the businesses that are stealing customers by ranking for the keywords you want to be found for. The Internet doesn’t care if Jenny’s Book Emporium is run out of her parent’s basement in Nogales, AZ. If Jenny’s ranking higher on the page for your search terms than you are, tough luck. There’s a pretty good shot she’s going to steal some business that under other circumstances would likely come your way.

Let’s go back to our Staples example.

If you’re Staples and you want to rank for “hanging file folders,” your competition isn’t just the brick and mortar guys. You’re also up against Amazon, The Container Store, Walmart, Sam’s Club and who-knows-else. There doesn’t need to be a physical location within 200 miles of your storefront. If their website is showing up above yours (or comparable to yours) in the search results, they’re a direct competitor.

3. Competitors Whose Social Media Pages Rank For Your Keywords
Like most organizations, you’ve probably got a website. You might even have a Facebook page. Maybe even a LinkedIn business page. But what about the competitors who are seemingly everywhere in Social Media? They blog, they contribute to industry forums, they comment on articles. They post videos on YouTube and photos on Picasa. Keep in mind that Google indexes each and every one of these pages. And the more dynamic the content (the more frequently it is updated), the higher it will generally rank, usually against the very words you’re hoping to be found with.

This is a whole new category of “search competitor”: those who get in through the side door while everyone is trying to push through the front. This is a big reason why it’s so important to have a meaningful presence in as many social platforms as you can manage, and why all digital assets related to your brand need to be optimized for search.

4. “Share of Buzz” Competitors
Thanks to social media, there’s another class of nagging competitor to think about – the ones who are winning in the “Share of Voice” battle. These are the businesses that sell similar products or services as you but who seem to be involved in every social conversation out there. People are tweeting their stuff, sharing their links on Facebook, talking up their promotions and referencing their videos or SlideShare presentations in conversations all across the web.

Bottom line, your competitors are no longer just the names you’ve always known; your competition is anyone who gets themselves in front of your customer’s line of sight.

Once you’re aware of the volume of competition you truly have, you can take action to come out on top. Yes, a big part of that is to focus on a sound SEO strategy (more on that here). And it’s also important to have a meaningful presence across several platforms. But more than that, it is important that you truly understand the value your customers consistently say they receive from you that is unique and meaningful. And turn that value proposition into a Brand Vision that is reflected throughout your organization and your communications.

Just as you compete with your local brick-and-mortar types by being uniquely “you,” so too can you successfully compete with virtual entities—as long as you narrowly focus on what you do best.

Heck, you might even show up in your competition’s searches and steal a few sales from them.

If you’d like to read more about competing with search engine competition, I recommend checking out this thoughtful blog post from TopRank.

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Back in 1947, the then-Creative Director of Grey Advertising in New York fired off a memo that began the biggest metamorphosis the advertising business has ever known. It read:

“There are a lot of great technicians in advertising. And unfortunately, they talk the best game. They know all the rules. They can tell you that showing people in an ad will get you greater readership. They can tell you that a sentence should be this short or that long. They can give you fact after fact after fact. They are the scientists of advertising. But there’s one little rub. Advertising is fundamentally persuasion, and persuasion happens to be not a science, but an art.”

The Creative Director that composed that memo was William (Bill) Bernbach (1911-1982), who two years later would co-found an agency that would become the first to demonstrate the success a marketer can attain by fully serving the interests of the reader or viewer.

Bernbach would have celebrated his 100th birthday this weekend, and this provides a fitting time to pay homage to the man who single-handedly saved us from the hacks of the “Mad Men” era.

Bill not only supervised and championed great creative work for clients like Volkswagon, Avis, American and El-Al Airlines, Polaroid, Ohrbach’s and many many others. He elevated advertising into an art form that people actually enjoyed, critiqued and talked about.

He proved that smaller clients with smaller budgets can outperform industry leaders just by forming a human connection with the audience. He changed the way agencies worked. His model of creating teams of writers AND art directors to tackle creative assignments has been the standard in the industry for going on 50 years. And above all, he inspired tens of thousands of creative people to get into the business (yours truly included) by demonstrating the ad business to be a place where creative ideas could be championed.

Bill was a storyteller. His team worked endlessly to discover the “story” DDB’s clients had to tell. Then they told them in a way that was relevant, respectful, and above all, true.

Despite being associated with some of the most attention-getting advertising of his or any era, Bernbach never gave short shrift to the business disciplines behind it. He famously said “good ideas build sales, but great advertising builds factories.”

Bernbach’s point of “art vs. science” in his memo of 64 years ago is also of relevance to marketing practitioners of today. Endless articles, ebooks and webinars are published that fill us with “best practices” and “how-tos” for the various new media and social platforms. But what often gets lost in all this is the importance of the art of persuasion.

Today, we might give such thinking a haughty name such as “permission marketing.” Bill just called it “treating the customer with respect.”

What do you say we pay that respect forward?

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That’s a question a lot of businesses are asking.

Do one-day daily deals from Groupon, Living Social and the myriad of copycat group buying sites deliver new repeat customers? Do they add incremental profit to the bottom line? Do they allow you to generate income from unused capacity?

Or are they money-losing propositions that create ill will among regular customers and attract only opportunists who’ll never show up again?

Chances are, the answer you get probably depends on who you talk to.

The major group buying sites have only been around since the fall of 2008. And while they currently boast of heavy participation (Groupon alone claims 55 million North American subscribers, of which at least 16 million have purchased at least one Groupon), we really haven’t been able to ascertain how effective Groupons are as a marketing tool.

Now, however, a few pertinent studies have been released that, while not conclusive, at least give us some hints about how customers and businesses view Groupon-like deals.

A survey conducted by Utpal M. Dholakia at Rice University revealed that new customers made up more than 77% of deal buyers for the sites studied. All spent over the deal value and, on average, about 20% became repeat customers. And a ForeSee Results study in June showed that 62% of deal purchasers are either non-customers, lapsed customers or infrequent customers, which bolsters the position that Groupons don’t just cannibalize full-price customers.

In perhaps the most interesting study, conducted by ConsumerSearch.com and the About Group, 67% of daily deal consumers claimed to have gone back to businesses where they had previously used a daily deal. In this survey, 48% of daily deal buyers were new customers, and in the case of restaurants, 83% ended up recommending that restaurant to family or friends.

I’m sure more comprehensive research will be forthcoming shortly, and what it will show is anyone’s guess. It’s safe to say, however, that at least for some businesses, the tactic of offering a Groupon or group-buying discount could pay off. So should you take the leap?

Before you do, I’d advise you to utilize some best practices. The standard Groupon deal is half off or more the everyday price. Of the other 50%, it’s split between the issuer and Groupon. So in general, Groupons seem to work for products that have huge margins, minimal incremental costs or when inventory is not an issue. And ideally, you’ll be offering a product or service that people will have use for over and over. Offering 50% off a yoga class makes sense. Offering 50% off auto body work might not.

If you’re new to Groupon, consider limiting the number of Groupons you’ll sell. Determine what the minimum is that Groupon will issue, and start there. If you see it’s a success, then you can always sign up for another one.

Another thing you could do is be creative in your offerings. Instead of just a straight “50% off” Groupon, consider putting together a special package, or a his-and-her special.

Also, consider how you’ll handle regular customers who now pay full price. One strategy could be to send an email to your very best customers, and offer them the same deal, without going through Groupon (that way you’ll be able to pocket the 25% that would go to them). Even if they opt not to participate, they will appreciate the thought, and will feel somewhat special.

Above all, recognize that Groupons are a way for people to try you out. Front line personnel can fall into the trap of viewing Grouponers as transients, so be sure to re-enforce with them that by creating an amazing experience for these trial customers, you’re setting yourself up to grow a new wave of repeat customers, loyal customers and advocates.

We’d love to hear your experiences of using Groupon, either as an issuer or as a redeemer. Let us know your opinion in the comments.

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Google’s recent launch (to a beta crowd, of sorts) of Google+ has been greeted by Social Media bloggers and critics variously as Social Media’s Next Big Thing, as the quintessential way to integrate search and social, and in typical SocMed bluster, “A Facebook Killer.” (Social Media types are nothing if not hyperbolic.) One writer even described Google+ as a “Purpose-Built Annex,” whatever the heck that is.

As for me, I’m not sure exactly where Google+ fits in. But I sure feel like I could do without it.

That must sound like heresy coming from someone who spends quite a bit of his day working with and advising clients regarding Social Media. Especially since it comes from such a proven heavyweight as Google. But truth be told, I’m involved up to here in Social Media. My personal Social Media ‘Inbox’ is currently full. I’m active on Twitter. I participate in a variety of LinkedIn groups. I blog. I get notifications up the yin-yang from Google Alerts. I’m active in online discussions, and regularly contribute to industry sites or comment on articles.

I have a SlideShare page, a YouTube channel and an RSS reader. And yes, I spend at least as much time on Facebook as the average 16-year-old. So excuse me for not doing cartwheels about nurturing and keeping up with one more platform.

Sorry, Google+.

I can’t help but wonder if the world at large is sort of in the same boat. Do we all suffer from a form of Social Media overload? Recent statistics show that aside from time spent on Facebook, the average American actually spends less time online than she did last year. A lot less (9%, to be exact). Part of this I surmise to be because we’ve narrowed down our online world. But another could be we’ve reached the saturation point.

So while the social media pundits seem intent on comparing Google+ with Facebook, my stance is that its true competition is the status quo. Remember how your mother used to wisely say “If it ain’t broke, don’t fix it?” Unless most folks find that something is “broke” in their Social Media worlds, I suspect they won’t be in a hurry to fix it.

Who knows, I could be all wet. Maybe the world is salivating at the chance to join Google+ and create “circles.” Maybe this is the “Social Media Magic Bullet” marketers have been waiting for.

Or, maybe it will collapse under the weight of its own hype.

This entertaining video was intended to show how Google+ will enhance your Social Media experience.

My takeaway was one of dread. There’s even something a little Big Brotherly towards the end, the idea that “You don’t have to choose Google+; Google+ has already chosen you.”

Ick. But judge for yourself. And let me know if this is something you’re planning on joining.

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Raising prices is never something a business looks forward to. Even the smallest, most easily-justified increases will receive some customer backlash, especially in economically challenging times. Yet, from time to time, organizations find themselves with no other choices other than to raise prices. So is there a “less painful” way to raise prices and communicate it to customers and prospects?

As with just about any marketing-related decision, the decision to announce a price increase deserves to be focused around a plan to help minimize customer pushback, cut customer churn, and mitigate bad stories circulating about the way your price increase was handled. So how’s the best way to go about it?

Following are a few considerations that might help customers better swallow an impending rate increase.

1. Be transparent. If there are legitimate reasons why you must increase prices (and most times there are), be clear about them. Cost of materials going through the roof? Transportation costs eating you alive? Let customers know. Make that information readily available on your web site. Arm sales people with information they can share with their clients. Script Customer Service Reps so they’re able to share this with customers. Give customers plenty of notice. And be as empathetic and specific as possible. Don’t fall back on corporate-speak or lawyer-approved boilerplate pap to justify an increase. Instead of saying “Due to the fact that our costs have gone up, we’re forced to raise prices,” try being just a little more human: “Over the past few years, our cost of materials have gone up 64%. While we’ve found ways to increase efficiency and have held the line on prices as long as we could, we’re now in a position where we need to raise prices. Through efficiencies we’ve enacted, we’re fortunate enough to only have to pass a percentage of those costs on to you, our valuable customers. While we understand our 20% price increase may not be easy for some of you to absorb, please understand we are doing all we can as an organization to optimize efficiencies and control costs.” There. Customers might not be happy about a price increase. But at least they understand why.

2. Point out the value that your customers are getting from you, or better yet, use the event of the price increase as an opportunity to help them get more value from your services and products. It’s human nature to feel somewhat dissed when you get charged more but are not getting more. A key role for every marketer should be to help customers get the most value out of your products and services as they possibly can. Ideally, this is an on-going process that allows for plenty of user feedback and contribution. An example of one company that used this as an opportunity is Comcast. While research shows cable subscribers generally limit their viewing to ten or fewer networks, Comcast delivers in excess of 200 different networks. Therefore, it’s safe to say there’s a lot of content Comcast delivers that you’d like, but you haven’t discovered yet. So to help customers get more “value” from their service, Comcast can curate that content, and recommend viewing options based on your personal preferences. Delivering communications such as “If you like ‘Sex And The City’ on HBO, you owe it to yourself to check out ‘Mistresses’ on BBC America” elevates Comcast from strictly being the “pipe” that delivers media to being a partner that is helping me get discover new favorites.

3. Be clear about the business reasons—and the consequences—involved in a rate increase. This past week, Netflix announced a whopping 60% price increase to their core DVD-by-mail + video-streaming service (from $9.99 a month to $15.98 per month). Apparently, Netflix executives didn’t anticipate how much flak from customers a 60% rate increase would generate. Reportedly only 30% of callers who tried to reach the company by phone were able to speak with a Customer Service Rep. And the Netflix blog post announcing the new pricing structure has already reached its 5,000-comment limit. This from a company that up to now was seen as being a very customer-centric organization. A 60% price increase, no matter what your category, is a game-changer, and there’s no excuse for the company not anticipate that. The “value quotient” has changed so radically, there is no accurate way to predict the net results of that move. While the justification for the increase has been muddy at best, one could speculate that the company is finding the DVD-by-mail part of their business more expensive to operate than the video streaming portion. If this is the case, Netflix could have used the specter of an impending price increase to actually add new users. Once the decision was made to raise rates, they could have made the new rate applicable to all NEW accounts, effective 90 days in the future. They then could have promoted the fact that for a limited time (90 days), new subscribers can get the “grandfathered” rate (winning over the “fence-sitters”), and remind existing customers they get to keep the grandfathered rate, while utilizing tactics to move more of them to online streaming.

By employing a little creativity to the process, Netflix execs could have achieved their goal of creating more revenue while stemming churn and reinforcing its position as a category leader, instead of sitting back and hoping 1/3 of their customers don’t decide to take a powder.

Bottom line, if a rate increase process is planned for like any other marketing initiative, an organization will likely suffer fewer lost customers, less bad press and fewer bad stories that make their way across the Internet.

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In this “micro-post,” we give an “attaboy” to a marketer that’s done a fantastic job figuring out “what business they’re really in.” That marketer is the electronics retailer Best Buy.

If I were to ask “what business is Best Buy in,” you might be tempted to talk about “what they do” rather than “who they are.” You could talk about how they carry the latest technology, have well-versed sales and support people, and even note how they have a liberal return/exchange policy. But all this would be missing one key component—understanding what holds a customer back from buying.

Talk to anyone who’s about to part with hundreds or thousands of dollars in order to get the “next big thing,” and you’ll hear one over-riding concern: the fear that what’s “new” today will be obsolete tomorrow. That’s the way it goes with technology. And most times, that investment you put out for the latest and greatest is gone with the wind.

Best Buy obviously gets this.

This television spot cites an initiative called the “Buy Back Program.” Essentially when your new doo-dad gets outdated, Best Buy will buy it back when you trade up to get the new stuff.

Technophobia may have met its match.

A marketing exec I know once compared obstacles to purchase to the baggage on an airport carousel. The buyer isn’t going anywhere until all the bags are removed.

Best Buy just removed a huge steamer trunk.

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It’s not a great time to be a “gate keeper.”

Real estate agents. Travel agents. Book publishers. Music and electronics retailers. Web developers. The Classified Advertising manager at the newspaper.

These guys were formerly gatekeepers to a product or service you needed, and the only way to get to it was through them. They were the only game in town. You wanted to play, you had to pay.

“Cutting out the middleman” used to be an old advertising saw to make a low price believable. Today, it’s an accepted way of doing business. The Internet and instant availability of cloud-based technology has thinned the herd significantly. Less and less do we need the guy in the middle who was merely a broker and added no real value to the transaction.

As endangered as gatekeepers are, they are by no means extinct. Today there are still some real estate agents who are having their best years. Last we checked, high-end web people are also doing quite well. And anyone who thinks the music retailer is dead has never paid a visit to Amoeba Records.

How do they do it? The simple answer is by adding value. A few years ago, Stohl Research Group released a study that showed only 27% of purchasers across all categories named “Price” as the dominant factor when choosing where to buy. So taking the POV that “If our customers can find a lower price elsewhere, they’ll take a walk,” you’re walking through life with self-defeating blinders on.

Price is important. But it is not the total of the story you’re creating for your customer. Performance, reliability, peace of mind, support, selection, personal contact, follow-through all help form the story of your brand in your customers’ minds. The key is to view your number one purpose not to sell stuff, but to understand the consumer and be a resource and empower them to make a satisfying decision they’ll feel good about. Every transaction provides the opportunity to create a “branded experience”—one that is not only satisfying to your customer, but is also not replicated by any other competitor.

In his book “Outliers,” Malcom Gladwell tells the story of a Realtor in New York state who is among the most successful in the country. He doesn’t win sales by holding open houses or circulating glossy brochures to a large mailing list. He does it by being buyers’ “portal to the neighborhood,” introducing prospective buyers to the community and making them feel at home—before they’ve ever been shown a house.

Today’s technology tools are time-saving marvels. And, yes, you can book the entirety of your Italian vacation online yourself. But also know you could go through the travel consultant who visits Florence every year and can point you to the gems that will make your Tuscan holiday memorable.

There is a market out there for both.

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