Front Line Marketing
Sparks Fly!
Your spark can make a connection and that can change everything 

head shotDear Service Professionals;
It is more and more apparent that we must work together to prosper. Sure, price is a factor in business. Some will argue that it is more important than ever. I disagree, Instead all the evidence is pointing to how well we interact, connect and help others succeed that will and does differentiate a business.
Service is deceptively simple and highly complex. And that is why it is so elusive. What you define as great service, may not be the same definition that the person working beside you has. And both are right.
That is why it is so important to use all the tools at our disposal to understand ourselves and others. We're all alike and we're all interconnected. We're all different and unique individuals.
Front Line Marketing is versed in helping businesses become more aware of people, passion, productivity and profit. We help you find your balance by focusing on engagement levels among employees and clients. By measuring and acting on this one metric, you will differentiate your business and  increase profit and productivity.
Let us help. Call or email me to learn more about the practical application of the science of engagement in your business.
Keep moving. Breathe,
Employee Engagement: Now More Than Ever
There's little managers can do about the economy at large. But there are things you can do to protect your company, your employees, and yourself. One of the best ways to hedge against professional and organizational disaster is by engaging your employees.
Employee engagement -- an emotional attachment between an employee and the workplace -- could mean a company's survival.

"In good times, employee engagement is the difference between being good and being great," says James K. Harter, Ph.D., Gallup's chief scientist of workplace management and well-being and coauthor of 12: The Elements of Great Managing. "In bad times, it's the difference between surviving and not. In good times and bad, low engagement reduces performance and profit. And under the current circumstances, many companies can't afford to let those drop."

For managers, in this state of fear and uncertainty, keeping employees engaged despite the economic turmoil is key because engagement is directly linked to the performance metrics that matter most to businesses right now.
When compared with their industry peers, organizations with more than four engaged employees for every one actively disengaged employee saw 2.6 times more growth in earnings per share than did organizations with a ratio of slightly less than one engaged worker for every one actively disengaged employee.
And earnings per share for top-quartile (in engagement) organizations outpaced the earnings per share of bottom-quartile companies by 18%.  That's the big picture at the macroeconomic level.
On a more micro level, the top quartile of business units boast 12% higher customer advocacy, 18% higher productivity, and 12% higher profitability than bottom-quartile business units. The bottom quartile of business units have 51% more inventory shrinkage, 31% to 51% more employee turnover, and 62% more accidents than business units in the top quartile.

As a result, employee engagement can inoculate business units and companies against lost profitability.

 Earnings Per ShareEngagement Boosts Earnings
While the findings in this recent Gallup study don't necessarily describe the daily, specific actions a company takes to increase engagement, the findings do emphasize how important those actions are -- and how companies can substantially improve crucial business outcomes by investing in an engaged workplace 
farmer with Bessie and Bob On the lighter side
"I've Got A Name!", states cow (I mean, Bessie)
A cow with a name produces more milk than one without, scientists at Newcastle University have found.
The study, published online this month in the academic journal Anthrozoos, found that on farms where each cow was called by her name the overall milk yield was higher than on farms where the cattle were herded as a group.

"Just as people respond better to the personal touch, cows also feel happier and more relaxed if they are given a bit more one-to-one attention," explains Dr Douglas, who works in the School of Agriculture, Food and Rural Development at Newcastle University.
"What our study shows is what many good, caring farmers have long since believed.

"By placing more importance on the individual, such as calling a cow by her name or interacting with the animal more as it grows up, we can not only improve the animal's welfare and her perception of humans, but also increase milk production."
Dairy farmer Dennis Gibb, who co-owns Eachwick Red House Farm outside Newcastle with his brother Richard, says he believes treating every cow as an individual is "vitally important".

"They aren't just our livelihood - they're part of the family," says Dennis. "We love our cows here at Eachwick and every one of them has a name. Collectively we refer to them as 'our ladies' but we know every one of them and each one has her own personality."
Almost 10 per cent said that a fear of humans resulted in a poor milking temperament.

Dr Douglas added: "Our data suggests that on the whole UK dairy farmers regard their cows as intelligent beings capable of experiencing a range of emotions.
"Placing more importance on knowing the individual animals and calling them by name can - at no extra cost to the farmer - also significantly increase milk production."

"Knowing is not enough; we must apply. Willing is not enough; we must do."

Johann Wolfgang von Goethe 

"Just remember, you can do anything you set your mind to, but it takes action, perseverance, and facing your fears."
Gillian Anderson
"What you are will show in what you do."
Thomas A. Edison 


"The last of the human freedoms is to choose one's attitude in any given set of circumstances."

Victor Frankl 
Start with Measurement: 12 Easy Questions
Download FREE at the Front Line Marketing web site, the Employee Engagement questions used in the E12. Just 12 easy questions that Gallup developed from over 80,000 employee interviews. By surveying your employees with these questions, we can measure their current engagement level. From there we can intervene and reward. These three; measurement, action and reward of one metric, will result in deeper engagement, stronger productivity, happier people and higher profits. 
Contact Information
Bruce Cameron