This photographer got the big shot (recessional after the vows). However, the end was more than a tad bumpy. Thank goodness for the videographer… and YouTube.

See the post from Las Vegas Wedding Network Brides Panel about missing the first dance photo.

Andy Ebon
The Wedding Marketing Blog

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This post is the second of a recap series about a meeting of the Las Vegas Wedding Network. Seven brides spoke and answered questions about their wedding planning experience. –

As Annie spoke, slowly, about her wedding day photography you could see her starting to tear up. Finally, choked up, and wiping away tears, she explained that her photographer had failed to get photos of her walking down the aisle. The collective gasp in the room was palpable. The reaction was disbelief.

Annie described herself as “…knowing exactly what I wanted.” During the wedding planning process, she did not need input. She was looking for wedding professionals to carry out her wishes.

In retrospect, she said “I thought I can’t manage everything during the wedding and reception. But when the spotlight is on you, it’s not really possible to oversee the event. Had I realized what was needed, I probably would have hired a day-of-wedding-coordinator to manage the execution.”

Hearing her explain the situation was brutal. Fortunately, she did have a videographer, and some stills can be transferred from the digital video. Not exactly ideal. Right now, today, she clearly feels like there is a huge whole in her wedding day experience.

It wasn’t clear exactly why the moment was missed, but there was only a single photographer covering the scene. Knowing the venue (which remained anonymous last night), it’s clear that there should have been a second photographer. Even without a second-shooter, a wedding coordinator or consultant would not have allowed this to happen.

Mistakes, such as this, are huge. The blame and responsibility rest with several people. It is a collective failure of several people/companies that allowed such a colossal omission.

Opinion: In speaking with Annie, briefly, after the meeting, I came away with the impression that she still didn’t fully understand the interrelationship of separate decisions. For example, how an inexperienced Emcee can wreck the flow of activities. Or, how an artsy photographer can take a bridal party outside, and too much time before returning, transforming dinner into rubber chicken.

Even though a first-time-bride may “know what she wants”, she is still a rookie, in the world of planning a wedding. What wedding professionals owe her, in my estimation, is a firm and convincing summary of the risks and rewards, steeped in the truth.

I don’t know which photographers she spoke to, and who, if any, may have said, firmly “Annie, you really need the coverage of two photographers for your wedding and reception. For the following reasons….”. And then one photographer said, “Oh no, I can shoot this with just an assistant. You don’t need a second photographer.”

Bingo! More money to spend on something else.

It’s important for the day-of wedding vendors and venue to work like a team, and all be professional. It’s is critical for catering and event managers to help brides shape their priorities, and keep them for going into a ditch. As a Grade A wedding professional, there’s nothing worse than doing your job alongside a clown. You can, right up close, how one bad hire can disproportionately affect the outcome of the day.

Tell brides the truth about the importance of these things. It’s an ethical obligation, even if they choose to hire someone else. More often than not, if you can master the method of delivering the message, without condescending, you will come away as treasured asset on her wedding day.

Different wedding: This photographer got the shot, but it doesn’t end well.

Andy Ebon
The Wedding Marketing Blog

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I’m midway through a 10-day, 9-night trip, with stops in 4 cities and 3 states. At this midpoint, I’m spending a couple of days in an airport hotel, getting some rest, recharging my batteries and doing some work.

There aren’t many intrusions, so while it’s not terribly scenic or romantic, it’s an ideal situation to dig in for the last leg of the speaking tour.

I’ve had a pretty good experience at this hotel, but this morning, while trying to enjoy the complimentary hot breakfast, I thought my head was going to explode. Some guests, depending on their hotel book, receive coupons for the free breakfast, hosted in Houlihan’s Restaurant, in the hotel.

The problem was simple. The restaurant was understaffed. Only one server, Pam, to attend to any and all patrons. There appeared to be low level staffing in the kitchen, who were one or two steps behind. At one time or another, they ran out of hot food, milk, coffee, bread and rolls, silverware… the works.

Poor Pam was overwhelmed as hotel guests kept arriving in bunches. I’d observed the situation for long enough, picked myself up and went to the front desk. I explained the situation, rather emphatically, that Pam needed assistance, and it was needed NOW! The front desk attendant still didn’t quite read my urgency. I suggested that they were lucky Pam hadn’t walked off the job, and she still might. Now, I had her attention.

About 10 minutes later, the cavalry arrived, in the form of one, recently hired chef (I found his identity out later). Behind the kitchen area, he berated Pam about something related to the coffee. I was about to have a New York moment.

I caught his eye, and with one finger (my index figure), I waived him over to my table. Mr. Clueless asked if he could clear my cereal bowl. No, I suggested he shut up and listen. Now, he was fully engaged.

Essentially, I told him that berating Pam, under these circumstances, was completely inappropriate. He apologized that I had overheard it. I explained, sharply, that what I heard was not the point.

The point was that he had been called in to assist, not supervise. The room was understaffed, and Pam was doing the best she could, in an impossible situation. He needed to bus tables, stock the buffet or wash dishes. Whatever Pam wanted him to do, was what he should be doing. He should be thanking her up and down for having to deal with this untenable situation, and knock off the superiority act.

He thanked me for the attitude adjustment, and I departed.

At dinner, I found the actual restaurant manager, and made sure she had the first hand story, for the record. Maybe I felt the need to insert myself is because I live in Las Vegas and see working stiffs, every day, being overwhelmed by understaffing. Big corporate management stupidity is evident in too many places.

Most people don’t take the time to analyze why they received bad service. I do.

Avoidable problems should be…well…. avoided. Hopefully, I had some small lasting impact on the restaurant scene, at the Ramada Milwaukee Airport.

Berating an employee, in private, or worse, in public, is not management. It’s stupidity. When a customer observes it, it’s marketing…. of the worst kind.

Care to share your observations?

Andy Ebon
The Wedding Marketing Authority

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In my world, yesterday was a particularly annoying day. It seemed that everywhere I turned, I was dealing with someone who presented more roadblocks and hurdles, than customer service skills or solutions.

The final straw was my Investment Services Advisor at Chase. Since 12/22/09, I’ve been trying to accomplish something relatively simple… gain online access to management my account, and withdraw funds, if needed.

The final hurdle required filling out a form to enable withdrawal of funds. The regional manager of investment services was supposed to send me that form two weeks ago. Turns out there is no printed form. You have to sit at the desk of the investment advisor while he/she enters the data. Did I mention that I needed to have a voided check from account. Account number and routing number would not do. Oops, another trip home and back.

What scares the daylights out of me, is that the Investment Advisor cannot seem to accomplish anything without getting on the phone to some other person, in some other office. I’m not certain whether this is an absence of knowledge or a bureaucratic jungle. It’s probably some of both.

It made me ask myself a few questions that probably are worth asking yourself, too.

What do your customers or prospects find difficult, when doing business with you? What is a struggle, that should not be? And if you could simplify matters, how might it benefit your business?

Andy Ebon
The Wedding Marketing Authority

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In the last two weeks, I’ve logged about 15,000 frequent flier miles in disparate destinations, such as: Wichita, Indianapolis, and the Beaches Resort in Turks & Caicos.

Over the next few days, I’ll be doing a follow up on some of the great experiences and interactions I’ve enjoyed along the way.

Today, I’m wrestling with Delta Airlines. Delta managed to lose my garment bag on a direct flight from Atlanta to Las Vegas. That aside, please expect a variety of updates, soon.

Andy Ebon
The Wedding Marketing Authority

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In December 2007, I blogged, enthusiastically about a new coffee house, Maui Wowi – Coffee & Smoothies. The article covered my various residences over a decade, and my relationships with coffee house businesses over that period.

A couple weeks later I posted again, about how Maui Wowi had made me feel at home.

My initial enthusiasm, aside, it became clear, quickly, that Maui Wowi Coffee and Smoothies would fail. I had morning coffee there just a week ago, Friday. Last week, while I was attending the NACE National Conference, Maui Wowi shut down. A peek into its front doors shows that everything was removed while I was away. It was deconstructed, leaving only the flooring as a sign of what was there.

Clearly, Maui Wowi was not a wedding business, but as a student of entrepreneurship, there are lots of lessons to be gleaned from this. Symptoms that spelled doom from the jump. Take a look at the list and analysis. If you see any element that might apply to you and your business, let it be a cautionary tale.

• Build out cost overruns and delays: The business was supposed to open up in the summer, for smoothie season. Not only did it open 4-6 months late (early December), but cost overruns and delays cost the new owners approximately 6 figures ($100k or more).
• Absentee Owner: The business was owned by Paul Goldberg and his nephew Jeff Goldberg. Jeff lived back in New York Metro and visited the franchise a handful of times. His financial contributions kept the business afloat, but he was never able to relate to the day-to-day operations. This was a major frustration to Paul.
• Have Landlord Disputes: The complex of several buildings was comprised of offices and retail space, wrapping around an existing corner lot with a Chevron station and Walgreens. The landlord marketed the buildings collectively, but contracted them individually. The Goldbergs elected to rent a space on S. Rainbow Blvd., passing on a larger space on the far busier Tropicana Blvd., a major morning thoroughfare. They thought they were contractually protected from direct competitors. They were shocked when Dunkin Donuts, opening 64 Las Vegas locations in 2008, put up its sign on the Tropicana location. In the vernacular, the landlord punked them, and either Paul and Jeff or their attorney completely missed this basic issue.
• Get It In Writing: The location was not an obvious pull-off-the-street location. That being the case, prominent signage was important and high occupancy density throughout the complex would be key. Once again, the landlord-tenant relationship was left wanting. Paul indicated that complex was supposed to be two-thirds rented, per the landlord. It never got close. The notion was that people working at these businesses would be the foundation revenue. The lease didn’t allow for any concessions to the tenant if the occupancy level was not met or maintained.
• Managing The Manager: Initially, Paul had a full-time manager… Mike. The Maui Wowi training program called for a full-time manager, and that’s what they did. Mike had previous coffee house experience and seemed like a good choice. Their relationship dipped, quickly. Paul had no equivalent business experience, but he was THE BIG KAHUNA. He was a retired teacher and THE business owner… THE BIG KAHUNA. And he would remind anyone and everyone that he was THE MAN. Within a month, Mike was gone.
• Work Too Many Hours: Maui Wowi was about a 40-minute drive from Paul’s house, on the North end of town. He couldn’t just drop in. He was either there or not there. With his manager gone, Paul started putting in brutal hours; often 14-16 hour days. He immediately stopped taking days off. The uphill struggle, combined with overwork, and his overbearing attention to detail transformed him into an edgy grouch.
• Forcing the ‘Aloha Spirit:’ Paul never made it to Hawaii. That was supposed to be part of the training. It would have helped. When you walked into Maui Wowi, you were practically accosted with a poorly trained employee shouting out ‘Aloha!’ The Aloha Spirit is casual, warm, and genuine. It doesn’t come out of a training manual. Wearing a Hawaiian shirt and blurting out ‘Aloha!‘ doesn’t engender the spirit. It comes from the soul.
• Believing Your Own B*llsh*t: The Maui Wowi training had obviously steeped the origins of its island coffee blends into those that attend. Problem was, while Paul could spout all the Hawaiian coffee trivia, except for Island ex-patriates, no one really cared. People either like the coffee you serve, or they don’t. True of Maui Wowi, Peet’s, Coffee & Tea Traders, Tim Hortons, Starbucks, It’s A Grind or any other chain or local coffee house. Ultimately, you can’t explain coffee to customers. They either like it or they go somewhere else.
• Employee Turnover and Over-Management: Employee turnover was a constant. People were trained, to varying degrees, and then thrown to the wolves (aka customers). When a customer walked in the door, Paul would leap out of his office, toward the counter, like he was shot out of a cannon. He would stand over his fearful employees, intimidating them, and correcting them in front of customers. First of all, they were rarely ‘customer-ready.’ Second, his annoying presence tended to enhance the likelihood of mistakes, not minimize them.
• Sending Mixed Signals To Customers: The one element that Paul was brilliant on was cleanliness. One didn’t stand behind the counter in a slow store without doing something. That usually meant buffing up any glass top on the beautiful rattan tables, right after a customer had just left. Crumbs on the floor? Never. Contrast that with the incredibly sparse bakery products on display. They were more like collectibles, in plastic wrap. Freshness was an endangered specie at Maui Wowi. Other products, came and went, during the business’s tenure. Lunchtime Hawaiian-themed sandwiches were one of the many. None of these changes made much impact.
• Loyalty Cards and Credit Cards: For a couple of months, one could get a Maui Wowi Card (in various denominations). Paul quickly killed that because of the clerical cost of issuing a card. He ignored the fact that if people invest $25 or $40 in Maui Wowi (Debit) Card, they were far less likely to go elsewhere for coffee. If you dared to use a credit card, Paul would give you the evil eye, because he knew EXACTLY how much the transaction would cost him in fees. Never mind that you may have come back from a business trip or vacation and hadn’t hit the ATM yet. You were at his business, first, and yet he consistently turned customers into ex-customers.
• Open in December, Have a Grand Opening in April: This was due, in major part, by the delay in opening. For me, I understand letting December pass, but it surely would have been wise to have a Grand Opening in January.
• Marketing by Throwing Darts: Marketing Plan? There didn’t appear to be one. Print ads in the regional section of the Las Vegas newspaper, some couponing, children’s karaoke (What?), remote radio shows, outreach to local high schools and businesses. All these things happened, but with no visible connection or plan. There was a basic website which never changed. There was no use of online social media.
• And There Is That Economy Thing: The business could not have opened at a worse time. In fact, several businesses on the same frontage have opened and closed. That certainly didn’t help.
• Don’t Talk Politics: 2008 was our Presidential Election Year. Paul couldn’t shut his yap. You are a host, not a political commentator. Let your customers discuss politics. Just smile politely.

Given enough time, one could probably find another half-dozen reasons for failure in this case, but one thing was obvious. Paul Goldberg did not have the experience or disposition to run this business. He was not effective at training or managing employees, had no clue about marketing (no big help from the franchisor), and found a myriad of ways to alienate the few customers he did have.

It is sad to see two people invest big money and time, only to fail miserably.

If this sad tale offers any pointers, perhaps that will be a helpful epitaph for Maui Wowi.

Andy Ebon
The Wedding Marketing Blog

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In segment two of Best Practices: SAY NO, this item addresses frequent tunnel vision of wedding venues. Tunnel Vision Syndrome (TVS) is a function of filtered awareness: Seeing only what venue staff are directly responsible for, and nothing else.

The overarching premise is this: A wedding reception ballroom should be functional and easy on the eye. Unfortunately, some vendors have a tendency to litter the room with their gear, road cases for their gear, or other assorted stuff (that’s a technical term).

This issue is not just about aesthetics, it’s also a potential safety a liability problem. For example, when photographer or videographer gear or cases are just strewn against a wall, it creates a tripping opportunity for event guests.

Here are some of the common offenders and violations:

• Bands and musicians: Members often arrive individually, depending on the degree of difficulty for set up for their instrument (i.e. drummer vs. trumpet). Depending on security at the property (think LARGE hotel), it’s a long schlep to and from their vehicle. In these cases, it’s helpful for the venue to provide a small room, closet or other area, away from the reception room to store road cases. Cables should be secured, neatly, with Stage Tape (not Duct Tape). No glassware should be on the stage. Preferably only bottled water, and not on the stage, itself.
• Mobile DJs: DJs tend to come more self-contained than bands; however, the same guidelines apply about storing cases, hand-trucks, etc.,. (also see DJs make an impression by cleaning up their act)
• Bands and DJs: Speaker Tripods should be recessed, slightly away from the dance floor. Venues should allow for this, so that there is NOT encroachment, creating a tripping hazard on the dance floor.
• 

  Hide necessary gear, nearby

  Videographers and Photographers: Many of these fine folks are famous for walking up to the DJ or Band Leader and asking: “Hey, is alright if drop my gear, here (on the stage or adjacent to the entertainer)?” This is code for: I need some place to put my stuff, and if I drop it by you, I know it will be safe. The entertainer, will usually grumble, perhaps give a dirty look, and usually relent. Here’s the thing. A videographer or photographer need access to their gear throughout the event. Changing a battery, swapping out a non-functioning item with a backup, or any other quick need is key. Therefore, storing gear in a separate room isn’t going to get it done. A simple solution can be to set up a nice 3-panel screen in a corner, defining and shielding a specific space. The thought that a photographer or videographer have their own screen is not a bad idea, either.

• Banquet staff: There are occasions where the entertainers and photo/video crews have handled their business, set up neatly, and put away their extraneous gear. Then, a random banquet staff member opens up a bussing tray right next to the stage or DJ console. Really, this item isn’t invisible, either. It should be positioned in a less prominent area. Another bad habit for waiters is to interrupt a ceremonial moment by walking in front of the photographer or videographer. This is simple room awareness. One can avoid this by taking a longer route to one’s destination or simply pausing for a few moments (depending on the situation).

Vendors and Venues are inextricably linked at events. It doesn’t matter whether a vendor was referred by the venue, guests typically look at vendor performance as an extension of the venue. They will rarely remember the vendor’s name (unless they have particular need for that service, in the near future). But you will hear someone say, “I attended a wedding at the XYZ Hotel last weekend and the stage looked like a mess. That will look bad in the photos. Can’t believe the hotel allowed that to happen.”

The hotel gets bad-rapped because they have the biggest name recognition. It’s a shame.

This discussion points out the importance of team effort and discussion. Life is smoother when vendors and venues act in concert, on everything. It starts with simple things. Like putting away your toys.

Presentation of everyone and everything is part of marketing. And if everyone isn’t on board, all wedding professionals at that event get tainted. It’s pretty simple stuff. Don’t get lazy. And don’t let your counterparts get lazy, either.

Andy Ebon
The Wedding Marketing Authority

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Several weeks ago, The Wedding Marketing Blog posted an item, noting the disinformation contained in a Chicago Fox TV interview with Bella Pictures, former VP of Business Development, Jenny Lefcoourt. In that discussion, Lefcourt self-promoted Bella Pictures, and then went on to give some very ragged advice on saving money in other areas of a wedding. The low-light was its entertainment segment, suggesting that bride might ‘dump the DJ’ in favor of using an iPod.

Subsequently,The Wedding Marketing Blog posted another Lefcourt interview with a Los Angeles Fox TV Affiliate showing brides how they should pose to ‘shed a few pounds.’

Despite being first aired, in 2008, these interview had been missed by many wedding professionals. Representation of the clips caused a fresh firestorm about a variety of issues. Links to these blog posts popped up on many industry message boards and discussion groups.

Today, there is  something new to report. On the Open Source Photo message board, a message was posted by former Co-founder and Chief Photographer of Bella Pictures, Bob Davis.

The carefully worded message made some of the following points.

• Davis shared his “disappointment” with the Fox TV Interview (Chicago segment)
• He makes it known that “he is no longer with Bella Pictures”
• Davis goes on to explain that “…his values were no longer in alignment with Bella as of March 2009, and he was let go.” One might characterize the situation as philosophical differences (my words, not Mr. Davis).
• He gives a direct, but clearly-worded warning to photographers, reading his post, to “Please enter into any working arrangement with Bella Pictures with your eyes and expectations wide open.”

Analysis and Opinion: Bob Davis left Bella Pictures quite recently. You should read his entire post to get the full flavor of it. I read the tone as a lament. He is clearly expressing that Bella Pictures has strayed from its original concept and he was no longer comfortable with it.

His ‘warning to photographers’ should further concern about the practices of Bella Pictures. Davis does not address brides, as the Open Source Photo Message Board is a forum for professionals; however, one can only speculate what he might tell them.

In my study of many online comments of brides on various other forums, the random satisfaction of their customers makes continuity and consistency the major bugaboo with Bella Pictures. The major one, but there are others.

Despite the fact the Bella Pictures has an inconsistent track record in their core competency, photography, they have expanded into videography.

When you hear such sad comments from Co-Founder and former Chief Photographer of Bella Pictures, it should give you great pause for concern.

Andy Ebon
The Wedding Marketing Authority

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