Isn’t it easy to fix someone else’s business bloopers? We can be oblivious to our own blind spots, but we can sure tell others how to improve.

I recently took Megabus, “the low cost daily express bus service,” from St. Louis to Kansas City for an unexpected business trip. I am not a bus-taker. There are too many factors out of my control. (There are with flying, too, but Port-O-Potties is not one of them.)

But with gas costs, a 10-hour solo round trip and too little notice for decent airfare, I bought a $50 round-trip bus ticket.  In the “social proof” department, several people I know had traveled by Megabus and proclaimed it to be a “pleasant experience; not at all like Greyhound.”

Had I ordered tickets in advance (ha ha), they would’ve cost me only $1 each way (possibly the first clue that Megabus is not for business travelers). But the online ordering experience was efficient, and the website was branded to validate the “fun” aspect of double-decker travel.

Online, Megabus gives the illusion of a grand adventure. Live and in person, my trip as a first-time passenger left me underwhelmed. I wish I could turn off my marketing problem-solving brain when I become a consumer. But I can’t, so here were the bloopers and what I would do if Megabus was my company:

1.  No signage marking the pickup spot. Website says, “Bus stops are clearly identified by a sign showing the megadriver logo.” Nope. We had to ask several bystanders to point it out. Then we were, in turn, asked by those arriving after us if this was the place. Easy fix.

2.  No seating system. The email ticket confirmation suggested arriving 15 minutes early to get the best (unassigned) seat choice. But there’s no “line” or priority seating system. Everyone “hangs out,” then races to board. I’m typically a last-minute person. But as a first-time customer, I gave up an extra 30 minutes to follow their advice–and it made absolutely no difference. Fix: Get a system. Or delete that line on the confirmation. Just say, “Boarding is by ’survival of the fittest.’”

3. No notification when departure was delayed by 90 minutes due to weather out of Chicago. OK, we can’t fault Megabus for weather. But after a 30-, 60-, 90-minute delay, never once did we get an announcement about what to expect. Was the bus coming–ever? Should we stay or go home? So all 80 passengers got out cell phones to either update those picking them up or to call Megabus for details. (Did Megabus really need to field 80 phone calls?) Finally, one passenger got thru and circulated an update to all of us. So 80 passengers once again got on their cells to update those on the other end.

Fix: What a perfect application for Twitter! There wasn’t a single passenger who didn’t have a cell phone. The company could easily have offered passengers the chance to *follow* Megabus on Twitter when they made their online reservation.

The payoff for passengers: Departure-update tweets in the “unlikely event” that the bus is late. (A delayed bus driver could initiate these tweets, saving this low-overhead operation from having to hire manpower to deliver this kind of customer service.)

The payoff for Megabus: A double-whammy. Passengers stay informed, instead of angry. And the company creates an online viral marketing opportunity to stake a bigger presence in the search engines, saving marketing costs. Did I mention that Twitter is free?

4. Respect your customers. Duh. But after finally departing 2 hours late, would it have killed the bus driver to offer an apology or announce a new arrival time? Eighty passengers once again got on their cells to alert those picking them up with a guesstimate of when we’d get there.

Fix: Didn’t the bus driver have to report in with someone somewhere to establish a new ETA? Wouldn’t this be a great time for another tweet to our cell phones? How about an apology tweet (or a regular email) with a “We’re Sorry You Had To Wait” coupon toward the next ticket purchase…or a free candy bar at the next pit stop?

Megabus could have asked, when I bought my ticket, “Would you like us to notify anyone when you’ll be arriving or if the bus is late?” Wouldn’t this be an incredible free list-building strategy for Megabus! Instead I had to make 6 cell phone calls (to my departure and arrival families) and bother my ride who was already doing me a big favor to pick me up so late.

Megabus opened its doors in 2006 and has transported 900,000 passengers since then. Owned by Coach USA LLC,  its $783 million parent company, Megabus’ unique selling proposition is reducing costs via online ticketing and collecting passengers at on-street bus stops rather than at terminals.

According to a DePaul University study, bus travel between cities has risen 13 percent since 2006, the first increase in more than 40 years, primarily due to $4+/gallon gas and airline surcharges. Given Megabus’ current, “ripped from the headlines” selling advantage, I’m amazed that one of the oldest business models of the 20th century–public transportation–hasn’t incorporated all the free marketing technology available in the 21st to dominate its industry.

Did I mention I was a first-time passenger? I should be receiving a follow-up email any day now, surveying me about my trip and asking me for my net promoter score. Maybe even asking for referrals (another list building opportunity!!!)

I’m waiting, Megabus. But then, it’s always easier to solve someone else’s problems.

Bonus Blooper Fix: Senior Julios (sic) at St. Louis’ Union Station has the distinct “location, location, location” honor of providing delightful outdoor tables and chairs with umbrellas for arriving and departing Megabus passengers. Unfortunately, SJ management got a little testy with us bus passengers who didn’t order. But we passengers didn’t order because we weren’t sure when the bus was coming. I suggested to SJ management they might consider offering boxed-snacks-to-go to their built-in potential patrons, thereby averting a PR disaster for both SJ and Megabus.

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Back in the 80’s and 90’s, keeping a customer database was “optional.” (Well, not to me. As a mailing list broker, I always thought it was mandatory.) Now? All three of the top marketing media–email, web, direct mail–are entirely list driven.

List building has become a coveted marketing discipline. The number of new names added to your list in the past week, month and year, is an important KPI. Whoever has the most names wins. With a passionate following of buyers and inquirers, you can reduce your marketing expenses with email and target niche and micro-niche markets with relevant offers to increase revenue.

What do Emily, Angie and GroceryLists.org have in common? Their growing lists helped them leverage infuence and build nationwide reputations. Leverage opens more doors than an individual has time to do on his own.

So how do you build a list?

First, you have to change your thinking. A list is not something you build “when you have time.” There’s never time. A list isn’t something you hand off to “I.T.” You don’t delegate relationships.

If you want the benefits of leverage, you must put skin in the game. From today on, marketing yourself at chamber meetings, networking events and leads groups must be filtered with this question, “How many net names will this activity add to my list?” You’re not “attending an event;” you’re “list building.”

Let’s start with an easy first step: The business card piles on your desk. Invest in a business card scanner. Once scanned, throw the cards away! (Yes, just do it.) The database you create can by synchronized to your PDA phone with a $49 piece of software. Now when you “think” about someone you need to talk or send an email to, you’ve got contact information at your fingertips…not back at the office. Leverage.

This may seem like a simple step, but…have you done it yet?

I’ve got dozens more list building strategies. If you’re interested, attend the City of Experts teleseminar where I’ll be the guest expert speaking on The Top 10 Ways To Build Your Marketing List. It’s coming up on July 9th.

You can also follow me on Twitter as I organize and post my thoughts for the interview.

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There are 2 kinds of people in the world: Those who like Sunrise and those who’ve never seen a Sunrise.

Group one thrives on networking events–the earlier the better. Why? I’ve been to lots of networking events, and they’re all the same: meet, greet, elevator pitch, business card exchange. He who leaves with the biggest card deck wins. So what’s so special about socializing at daybreak?

Better question: Are networking events worth it? Have introductions you’ve leveraged or sales you’ve made from networking (assuming you’ve made any) worth the gasoline and time drain–regardless of time of day? And if everyone shows up looking for the best watering hole, are there any fish in the pond?

Here’s the interesting thing. After 20+ years of giving networking a chance, I still don’t know that answer.

But here’s what I do know:

a. True networkers (the ones you see at every venue) are the most plugged-in, fun people I know. They know E-V-E-R-Y-T-H-I-N-G and everybody.

b. They believe in “woo-woo” principles like “pay it forward” and “give to get.” They’re always first to introduce you to someone they know that you don’t. (Face it; if you met a big bore who tried to hard sell you, you’d dodge him like instant coffee, am I right? And wadyaknow, they’re ones who never show up again…sort of the networking equivalent of the Darwin Awards.)

c. True networkers are curious. They want to know all about you, what you do, who you know (and not just where you went to high school). I once had an HR consultant advise me that I should only hire people who are curious because they make better, more invested employees. They see things that others don’t because they’re paying attention…they’re listening!

Are networking events worth it?

In my opinion, they have a place in the business promotion mix. We still live in a social society and eyeball-to-eyeball meetings still build relationships better than impersonal emails. Networking alone won’t pay the bills. But absence sends a loud and clear message: You’re not part of the inner circle.

I set high standards for my company’s networking activities. Here are a few:

1. It’s in my Marketing Manager Golda Cohen’s job description to go to one networking event each week. Fortunately, Golda loves to schmooze.

2. We focus on events that are attended by business owners with employees and “road warrior” sales reps, rather than multi-level marketers. Nothing against MLMs, but they’re not our customers.

3. Events must take 2 hours or less, including drive time.

4. You must meet and collect cards from at least 10-20 people that you don’t already know. (I’m not sure I could do this, but Golda manages it…ask her if you want to know how.)  There is, of course, a follow-up database component to this rule. It’s the answer to, “What do I do with all these business cards I’m collecting?” I’ll cover that answer in my next newsletter.

5. Only attend events with or sponsored by Big Mouths (refer to a-c above). My 3 favorite big mouths in St. Louis are: Karen Hoffman, Darlene Willman and Joe High.  You’d kill for a peek into one of their databases. Each of these curious, generous big mouths (I say that with admiration) has a big networking event coming up. You should go. You must see professional networking in action. It’s inspiring.

If you’re curious, believe in “give to get” and want a networking buddy, invite me along. Just make sure the thing starts after 9am.

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