Tag Archives: Andy Carlson

Using Twitter to Find Customers

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Boloco, a burrito restaurant chain with 16 locations often runs ads in a Boston newspaper. The ads contain coupons for the chain’s popular burritos for a special price of $3. It makes sense to advertise in Boston, since 13 of the chain’s 16 restaurants are there, but CEO and co-founder John Pepper wished the ads could also bring customers to Boloco restaurants in New Hampshire and Vermont. So, when he ran one recent ad, Pepper also posted a photo of the coupon on Twitter, inviting diners to bring in any image of the coupon — a photocopy, printout, or even an image on a mobile phone — to get the discount. “It was a way to bring people outside Boston in the print advertising, and a way to increase our visibility,” says Pepper, whose Twitter ID is @boloco. The tactic proved wildly successful, he says. “Usually we get about 350 coupons on that kind of promotion. This time we got 900, including the mobile phones. About 25 percent of our transactions that day came from the coupon, which never happens.” In effect, he says, posting the ad on Twitter decreased cost per reader by increasing circulation. Connecting with customers Most business that use Twitter think of it mostly as a promotional tool, a way to announce new products, perhaps gain readers for a blog. But some smarter companies are actually using Twitter to sell products, such as Dell Corp., which recently acknowledged that it had made $3 million in sales in two years over Twitter, primarily by posting coupon numbers for discounts of 10 percent or more on Dell Outlet items. “There’s no reason not to try Twitter,” notes Stefanie Nelson, marketing manager for Dell, who created Dell Outlet’s Twitter campaign. “There’s no cost, and it’s a limited time commitment, at least it was for me at the beginning. Before we built up the following and reach that we have now, it took me literally minutes a week.” (Things have gotten a bit busier now that @DellOutlet has over 700,000 followers.) According to Nelson, the most important first step is to know exactly what you want your tweets to accomplish. “Understand why you’re on Twitter,” she says. In her case, she adds, the objective was to quickly sell Dell Outlet items, which are usually excess inventory. And, she says, “If you know your objective, and who your target audience is, Twitter can be just as effective for a small company as a large one.” Boost sales with Tweets Using coupons to create boost sales is only one way to reach customers with tweets. Here are a few others: Give your company a human face. Pepper uses TweetDeck to track mentions of “Boloco” on Twitter, and one day it flagged a tweet in which a woman bemoaned the cool, rainy weather this summer and pondered whether to spend the afternoon at Boloco or a different restaurant. “I’ll respond to that one, with something like, ‘I vote for Boloco!’” he says. Twitter users are usually pleasantly surprised, he adds. “They expect @Boloco to be like @DunkinDonuts. They don’t expect to hear from the head of the company.” There’s a delicate balance between making human contact, and sharing too many everyday details that may not interest your customers, Nelson says, a dilemma she partly addresses by using @StefanieatDell for more personal tweets. Whatever you do, she advises, avoid spamming followers with promotional direct messages not specifically written for them. Find customers when they’re looking for your product or service. Searching Twitter can be a very effective way to find new customers. For instance, Rocky Mountain Ace Stores, an affiliation of Denver area Ace store owners, uses monitter to search Twitter for both keywords and locations of tweeters. One day, the group flagged a Denver man worrying about insects in his lawn. “So we tweeted to him about beneficial insects, such as ladybugs, which will eat bugs all summer, and which we sell,” says Andy Carlson, who owns an Ace store in Denver and is on the group’s board. “He wound up coming in to one of our stores and buying ladybugs.” Chris Savage, CEO of Wistia, a video-sharing site for business use, advises putting some thought into picking the terms you search on Twitter, just as you would for meta tags. “Research the most frequently searched terms in your market on Google and other search engines,” he says. “Then search or monitor those terms on Twitter. Deal with disgruntled customers — fast. One evening Ace customers posted an angry tweet because a tool he’d bought from a Denver area store broke after one use. “We got in touch, recommended which store he should go to to return the item, and alerted the manager at that store,” Carlson says. “He didn’t know that Ace hand tools all carry a lifetime guarantee.” The man was very impressed, and went from being angry at Ace to being a devoted Ace customer. The complaining tweet came through late at night, Carlson notes, well after the stores were closed. And, he says, it was especially important to intervene quickly. “You don’t know whether he’s going to go back to the store right away, or stew about it for three or four days and tell more people. The more time between the bad experience and the resolution, the more likely he is to tell his friends, so the quicker we can solve a problem, the better.” And that’s the nice thing about Twitter, he says. “You can catch a problem when it happens, and do something about it.”

Tech Talk: Pipe Supplier Networks Depots

CTAP has been supplying the oil and gas industry drilling in the Rocky Mountain region with tubing products and service for 25 years from its Louisville, Colo. headquarters. Andy Carlson, CTAP’s director of IT, tells IncTechnology.com that by centralizing the firm’s information environment and networking its storage yards along railroad routes the firm has improved inventory management, billing, and internal communication. Elizabeth Wasserman: How many storage yards do you manage in your business? Andy Carlson: CTAP supplies steel tubular products, pipe, and services for the drilling rigs in the Rocky Mountain region. We have our service yards strategically positioned on rail sites, where we can receive, ship, store, manage and service our customers’ needs. The tubing products we work with generally range from 20 feet to 40 feet long and are extremely heavy, requiring loaders and heavy machinery to move. We’re currently at six yards now located in Montana, North Dakota, Wyoming, Utah, and Colorado, and expect growth this year. Wasserman: What was the issue with communications between the yards? Carlson: This business has grown by acquiring other businesses and locations over 25 years. As a result, we have very different methods of management, communication and culture in each of these locations. The first task was to be able to standardize our method of inventory management, so we would know how much tubing has come in, how much has gone out, where it’s gone and who it’s for. Historically, this was accomplished on spread sheets and e-mailed into the corporate office on a weekly basis. We used that to assemble our billing packages for customers, but there was latency issue in the timing of the bills and the fact that we had no auditing trial at all. The communication of inventory information was not part of an efficient process and did not leverage available technology. Wasserman: What did you do? Carlson: I started at CTAP a year ago, and the first priority was to create a perpetual inventory management system. We needed a centralized information application and a centralized information environment. Given that I was the only IT person at that time, I needed a cloud based solution, and the expertise to design, build and implement it fast. I chose 3T Systems because they provided both of those services, and had worked well with them in the past. We developed our network environment based on Citrix. It allowed all of us including main office and yards to communicate on the same platform, through e-mail, file sharing, and application sharing. Today, we use the same working environment and we’ve been able to be consistent in the way we work. The second thing we did with 3T was to develop an inventory management application specific to when the product comes in and out of the yards. It’s a perpetual inventory management system so we can bill faster and have accuracy in terms of reporting, both internally and back to our customers. Our customers were asking questions such as, ‘How much of our tubing do you have at the Montana yard?’ It would literally take three days to figure out. Someone would have to go out and count and report back.  The spreadsheet would need to be re-keyed in, then adjusted for any last minute inventory level changes. Today, any one of us can get that information in 10 seconds.  Shortly, customers will be able to get that information on demand through our customer portal. Wasserman: What are the improvements that you’ve noticed? Carlson: It’s revolutionized the way we communicate, forecast and implement decisions. It’s contributed to our profitability in that we are able to assemble billing packages much more quickly.  It’s allowed our management team to monitor the inventory levels from a macro level, and respond to new business accordingly.  It’s allowed our sales team to monitor the inventory levels at the micro level, and respond to customer inquiries in real-time. It’s reduced a lot of errors and inefficiencies. Finally, we now have a competitive advantage over other businesses that provide similar services because of our information system. That’s a big improvement for our customers because sometimes we store some of their inventory, and the confidence they gain in our processes They like to know how much of their inventory is in our yards at any given time, and they now have the tools to get that information a lot quicker than they use to.